Journal articles on the topic 'Organizational change – Canada – Management'
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Newton, Keith. "Technological and organizational change in Canada." New Technology, Work and Employment 4, no. 1 (March 1989): 40–45. http://dx.doi.org/10.1111/j.1468-005x.1989.tb00102.x.
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Reay, Trish, and C. R. (Bob) Hinings. "The Recomposition of an Organizational Field: Health Care in Alberta." Organization Studies 26, no. 3 (March 2005): 351–84. http://dx.doi.org/10.1177/0170840605050872.
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In this paper we develop a theoretical model that helps to understand change in mature organizational fields by emphasizing the role of competing institutional logics as part of a radical change process. Our investigation into a large-scale, government-led health reform initiative in Alberta, Canada, is based upon a qualitative case study approach to understanding the process of field recomposition. This study focuses on the later portions of change in an organizational field — that is, rather than explaining the sources of change, we investigate how a field becomes re-established after the implementation of a radical structural change.
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Colvin, Alex, and Pradeep Kumar. "Unions and Workplace Change in Canada." Industrial and Labor Relations Review 50, no. 3 (April 1997): 512. http://dx.doi.org/10.2307/2525190.
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Sopow, Eli. "Aligning workplace wellness with global change: an integrated model." Journal of Organizational Change Management 33, no. 5 (June 30, 2020): 909–23. http://dx.doi.org/10.1108/jocm-11-2019-0334.
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PurposeThe purpose of this study is to present evidence for a new model of change management designed to create a continuous integrated alignment between ongoing external organizational change and the proven internal environmental factors related to employee emotional wellness and workplace engagement that in turn directly impact organizational performance relationships within society and the human condition.Design/methodology/approachThis research uses a quantitative approach based on both primary and secondary data. The secondary data includes an analysis of the 2018 Public Service Employee Survey of Canada (N = 163,121) conducted by the Government of Canada while the primary data involves a 2018 employee survey conducted by the author of both civilian and sworn police officer employees with the British Columbia division of the Royal Canadian Mounted Police (N = 2,129) as well as a 2019 survey by the author of Corrections Officers at the Kent Maximum Security Institution in Agassiz, British Columbia (N = 174).FindingsThe key findings presented in this paper provide new evidence that correlations between key organizational workplace factors and employee wellness and performance are directly linked to the ability to address rapidly evolving external environmental factors; that traditional change management approaches are often insufficient to create a positive nexus between the results of environmental scanning and internal workplace environments; and that a new holistic model described in this paper can serve as a powerful diagnostic tool for change managers to identify how internal organizational structures, systems and climates can harmonize with external climates including societal expectations, economic and technological change and public policy.Research limitations/implicationsThe research findings pertain to about 100,000 employees of the Canadian public service and their readiness to manage well-established external environmental factors based on their rating of key internal environmental factors rated to workplace wellness and employee emotional health. Further research on the topic of external/internal organizational change adaptability is required specific to private sector organizations.Practical implicationsThe practical implications of the change management matrix diagnostic model have been proven in earlier beta testing with a group of organizational executives. The presentation of the data in the matrix format resulted in quick and clear identification of major areas of required change. Those changes resulted in improved service delivery, public safety and public trust. A second test was conducted by MBA students successfully applying the matrix model to identify key areas requiring change in various case studies.Social implicationsSociety at present has many new expectations of organizational behavior and citizenship as rapid changes in external environments occur including changes to technology, corporate governance, communications, economic conditions, social values, demographics and public policy. A failure by organizations to ensure that their internal environments of corporate culture, structure, systems and the workplace climate are in sync with external change presents major threats to employee and social well-being and organizational success.Originality/valueA unique model of organizational change management is presented that allows for successfully adapting internal organizational environments to the challenges of meeting rapidly advancing integrated external environmental forces. The result becomes an integrated ecosystem of external and internal environmental forces that offer adaptability to complex and evolving challenges ranging from social, economic, technological and climate change.
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Knight, Thomas R., and David C. McPhillips. "Technological Change and Collective Bargaining in Canada." Employee Relations 11, no. 4 (April 1989): 17–20. http://dx.doi.org/10.1108/01425458910133996.
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Staber, Udo. "Organizational Foundings in the Cooperative Sector of Atlantic Canada: An Ecological Perspective." Organization Studies 10, no. 3 (July 1989): 381–403. http://dx.doi.org/10.1177/017084068901000305.
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This paper examines, from an ecological perspective, the founding frequencies of three organizational forms of cooperatives in Atlantic Canada from 1940 to 1987: worker cooperatives, consumer cooperatives and marketing cooperatives. The findings show that cooperative foundings are sensitive to institutional change as well as to the level of prior foundings, deaths, and population density. The pattern of these effects, however, varies across organizational forms, suggesting substantial differences in the ecologies of populations of cooperatives.
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Grenier, Amanda M., and Elham Bidgoli. "The Emotional Consequences of Organizational Change." Canadian Social Work Review 32, no. 1-2 (December 1, 2015): 187–205. http://dx.doi.org/10.7202/1034150ar.
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This paper explores the emotional experiences of professionals in a health and social care setting during a process of reform in the Canadian province of Quebec. Characterized as “new public management” or “new managerialism,” public health and social care services in a number of countries have undergone reforms since the early 1980s that focus on efficiency and cost reduction (Nadeau, 1996; Hornblow, 1997; Gross, Rosen, & Chinitz, 1998, Anell, 2005; Levine, 2007; Wimbush, Young, & Robertson, 2007). Although differences exist between the cultural and political contexts within which reforms are implemented, reforms regularly involve changing institutional and organizational structures, the implementation of standard procedures, and the generation of outcome measures for service. The process of reform, and the body of knowledge on organizational change however, tend to overlook the flux of emotions that take place in the everyday lives of professionals. This paper reflects on data from 25 individual interviews collected from a critical ethnography of one health and social care setting during a period of provincial health-care reform in Quebec, Canada (2004-2012). The paper provides an in-depth focus on the emotional consequences of reform as an attempt to understand and expose the human costs of change. Three patterns that professionals used to adapt to change and conflict are discussed: internalization of the reform mandate; rationalization; and creating distance between the reform and their professional or personal selves. Important in their own right, the emotions produced in a period of change provide lessons on the general stressors that surround reform, and demonstrate how health and social care professionals are often caught between policy intentions, professional values, and their personal ambitions.
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Lê, Jane K. "How constructions of the future shape organizational responses: climate change and the Canadian oil sands." Organization 20, no. 5 (September 2013): 722–42. http://dx.doi.org/10.1177/1350508413489817.
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This empirical study examines the relationship between constructions of the future and anticipated organizational responses to climate change. Findings from the Athabasca oil sands region of Alberta, Canada indicate that actors’ views of climate change affect not only the way they construct the future of oil sands development, but also which responses they see as legitimate. Specifically, whether actors construct a future of no development, partial development or full development of the oil sands, influences the combinations of organizational responses they recommend (i.e. not responding, lobbying, engaging, developing and informing). These findings contribute to our understanding of organizational responses to climate change by showing that (1) climate action requires more than actors simply viewing climate change as strategic; (2) different constructions of the future create alternative strategic environments that necessitate divergent responses; (3) strong future constructions narrow the repertoire of business responses to climate change; and (4) in this process governments play a crucial role beyond setting climate change policy. This study thus highlights the importance of studying future constructions if we want to understand current organizational responses to environmental issues that contribute to climate change.
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GRAYSON, J. PAUL. "Skill, Autonomy, and Technological Change in Canada." Work and Occupations 20, no. 1 (February 1993): 23–45. http://dx.doi.org/10.1177/0730888493020001002.
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McDowall, Duncan, Michael M. Atkinson, and William D. Coleman. "The State, Business, and Industrial Change in Canada." Labour / Le Travail 27 (1991): 305. http://dx.doi.org/10.2307/25130268.
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Colvin, Alex. "Book Review: Labor-Management Relations: Unions and Workplace Change in Canada." ILR Review 50, no. 3 (April 1997): 512–13. http://dx.doi.org/10.1177/001979399705000310.
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Béliveau, Julie, and Anne-Marie Corriveau. "The Learning History Methodology: An Infrastructure for Collective Reflection to Support Organizational Change and Learning." Electronic Journal of Business Research Methods 19, no. 2 (December 3, 2021): pp71–83. http://dx.doi.org/10.34190/ejbrm.19.2.2510.
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Organization members often complain about insufficient time to reflect collectively as they grapple with constant significant changes. The Learning History methodology can support this collective reflection. Given the scant empirical studies of this action research approach, the present paper fills this gap by giving an overview of this methodology and by presenting a qualitative study that answers the following research question: How does the Learning History methodology contribute to collective reflection among organization members during major organizational change? To answer this question, an empirical research project was led within five healthcare organizations in Canada during their implementation of the Planetree person-centered approach to management, care, and services. The data set includes 150 semi-structured interviews, 20 focus groups and 10 feedback meetings involving organization members representing all hierarchical levels in the five participating institutions. The results highlight the five types of contributions of the Learning History methodology to collective reflection within the five institutions that participated in the study: 1) a process of expression, dialogue, and reflection among organization members; 2) a portrait of the change underway; 3) a support tool for the change process; 4) a vector for mobilizing stakeholders; and 5) a source of organizational learning. The results also show how organization members’ collective reflection is built through the various stages of the Learning History methodology. By demonstrating that this collective reflection leads to true organizational learning, the findings position the Learning History as a research-action method useful both from a research standpoint and as an organizational development tool. In the conclusion, lessons learned using the LH approach are shared from a researcher’s perspective. This paper should interest researchers and practitioners who seek research methodologies that can offer an infrastructure for collective reflection to support organizational change and learning.
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Budd, John W. "Union Wage Determination in Canadian and U.S. Manufacturing, 1964–1990: A Comparative Analysis." ILR Review 49, no. 4 (July 1996): 673–89. http://dx.doi.org/10.1177/001979399604900406.
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The author analyzes nominal and real wage changes in unionized manufacturing firms in Canada and the United States over the years 1964–90. He finds more differences between the countries' patterns of wage determination in the years 1964–79 than have commonly been recognized. In the 1980s, the nominal wage determination structure changed more sharply in the United States than in Canada. Real wage determination changed little in the United States before 1986, while after 1986 observed real wage growth was significantly smaller than what would have been predicted based on patterns of bargaining in earlier years. In Canada, real wages in the 1980s were significantly higher than they would have been if the previous patterns of wage determination had persisted. Both the nominal and real wage change results suggest that unions in U.S. manufacturing fared poorly in wage bargaining in the 1980s by comparison with their Canadian counterparts.
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Kaliski, S. F., and Greg M. Olsen. "Industrial Change and Labour Adjustment in Sweden and Canada." Labour / Le Travail 26 (1990): 240. http://dx.doi.org/10.2307/25143465.
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Maali, Omar, Brian Lines, Jake Smithwick, Kristen Hurtado, and Kenneth Sullivan. "Change management practices for adopting new technologies in the design and construction industry." Journal of Information Technology in Construction 25 (June 16, 2020): 325–41. http://dx.doi.org/10.36680/j.itcon.2020.019.
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The architecture, engineering, and construction (AEC) industry has often been accused of being slow to adopt change. Yet the breadth of available technology solutions in the modern AEC industry continues to grow. Companies therefore must be adept at organizational change management; otherwise, the full benefits of technology solutions may never be realized when a company fails to achieve successful change adoption. The objective of this study was to identify the relationships between specific change management practices and organizational adoption of new technology solutions. An industry-wide approach was taken, wherein an online survey methodology was used to collect 167 cases of organization-wide change from AEC firms across the United States and Canada. The method of analysis included a correlation analysis between change management practices and change adoption. Reliability testing and principal components analysis were used to extract a single construct measure of change adoption. Rank-based nonparametric testing investigated if there are statistically significant differences between different groups of participants and technologies. Results include a rank-order of specific change management practices most associated with successful technology adoption. Change-agent effectiveness, measured benchmarks, realistic timeframe, and communicated benefits are the four change management practices that had the strongest association strength with successful change adoption. The discussion addresses how these leading change management practices compare with previous literature. Also, it was found that organization type and job position were correlated with the levels of change-adoption success compared to other listed factors. This study contributes an industry-wide view of change management practices within the context of technology-based change adoption and may assist practitioners to better manage technology adoptions in their organizations.
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Dubinsky, Karen, Nancy Adamson, Linda Briskin, and Margaret McPhail. "Feminist Organizing for Change: The Contemporary Women's Movement in Canada." Labour / Le Travail 23 (1989): 326. http://dx.doi.org/10.2307/25143174.
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Chhinzer, Nita. "The role of reasonable notice legislation in organizational downsizing decisions in Canada." International Journal of Law and Management 56, no. 5 (September 2, 2014): 387–92. http://dx.doi.org/10.1108/ijlma-06-2011-0002.
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Purpose – The purpose of this article is to explore the impact of reasonable notice legislation on organizational mass lay-off practices in Canada. Design/methodology/approach – Information regarding 1,147 mass lay-off events in Ontario were examined using aggregate level data analysis and ANOVA to develop an understanding of the role of legislation on mass lay-off practices. The data represent all Notice of Mass Termination provided to the Ministry of Labour from 2001 to 2008. Findings – The results suggest that organizations choose to absorb inefficiencies during mass lay-offs to reduce expenses associated with reasonable notice periods. Additionally, the findings suggest that the use of mass lay-offs is polarized, with some organizations executing frequent large lay-offs, whereas others execute infrequent smaller lay-offs. Research limitations/implications – This research provides evidence that labour legislation influences organizational decision-making during time of significant organizational change, using an ad hoc review of past organizational event. Further research is required to establish the theoretic basis (motivation, rationalization and perceptions) for these empirical results. Originality/value – As downsizing becomes a business norm, the role of government and the concept of reasonable notice remain largely unexplored. Challenges with data availability continue to pose a significant barrier to effectively integrating both internal and external factors that influence organization level downsizing decisions. This article is very timely and extends the current discourse, by providing a preliminary exploratory analysis on the role of reasonable notice legislation.
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R. Kattman, Braden. "In today's global environment organizational culture dominates national culture!" Benchmarking: An International Journal 21, no. 4 (July 1, 2014): 651–64. http://dx.doi.org/10.1108/bij-06-2012-0044.
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Purpose – The specific problem this research addresses is whether cultural differences, national or organizational, impact how effectively the continuous improvement process is received within the supply chain in order to improve supplier performance. The paper aims to discuss these issues. Design/methodology/approach – The research design used a mixed methods approach, combining quantitative and qualitative research. Findings – The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices appear to take precedence in driving change within organizations. Research limitations/implications – The sample size and countries involved was very small and limited to key medium sized distributed power company (MSDPC) suppliers. This limited diversity and may have introduced supplier selection bias, as well as survey response bias. Practical implications – This research concludes that organizational culture is more dominant over national culture and the influence of leadership within the organization drives the impact of continuous improvement. Originality/value – With isomorphism and the fact that businesses want to be successful, continuous improvement language and methods are becoming more universally known. Business and management practices are now taking precedence in driving change within organizations. Organizational culture is now more influential than national culture.
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Rowland, Paula, Carol Fancott, and Julia Abelson. "Metaphors of organizations in patient involvement programs: connections and contradictions." Journal of Health Organization and Management 35, no. 2 (March 30, 2021): 177–94. http://dx.doi.org/10.1108/jhom-07-2020-0292.
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PurposeIn this paper, we contribute to the theorizing of patient involvement in organizational improvement by exploring concepts of “learning from patients” as mechanisms of organizational change. Using the concept of metaphor as a theoretical bridge, we analyse interview data (n = 20) from participants in patient engagement activities from two case study organizations in Ontario, Canada. Inspired by classic organizational scholars, we ask “what is the organization that it might learn from patients?”Design/methodology/approachPatient involvement activities are used as part of quality improvement efforts in healthcare organizations worldwide. One fundamental assumption underpinning this activity is the notion that organizations must “learn from patients” in order to enact positive organizational change. Despite this emphasis on learning, there is a paucity of research that theorizes learning or connects concepts of learning to organizational change within the domain of patient involvement.FindingsThrough our analysis, we interpret a range of metaphors of the organization, including organizations as (1) power and politics, (2) systems and (3) narratives. Through these metaphors, we display a range of possibilities for interpreting how organizations might learn from patients and associated implications for organizational change.Originality/valueThis analysis has implications for how the framing of the organization matters for concepts of learning in patient engagement activities and how misalignments might stymie engagement efforts. We argue that the concept and commitment to “learning from patients” would be enriched by further engagement with the sociology of knowledge and critical concepts from theories of organizational learning.
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Docherty, Marcia A. "Change Leadership During Hospital Mergers: A Case Study of the Formation of Alberta Health Services." South Asian Journal of Business and Management Cases 3, no. 1 (May 19, 2014): 77–87. http://dx.doi.org/10.1177/2277977914525285.
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In the spring of 2008, the Alberta government consolidated nine health regions and three provincial programmes to become the largest health authority in Canada. The Chief Executive Officer (CEO) hired to lead this new organization was terminated with less than 2 years in the position. This document review explores the political and organizational issues that resulted in the termination of the CEO and illustrates that: ( i) Physicians are able to leverage significant public support for their agendas; ( ii) Effective change management must recognize and address front-line staff; and ( iii) Research on the benefits of hospital consolidation is weak.
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Harris, Richard, and John R. Miron. "Housing in Postwar Canada. Demographic Change, Household Formation and Housing Demand." Labour / Le Travail 24 (1989): 279. http://dx.doi.org/10.2307/25143266.
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Xiang, Junlian, Norm Archer, and Brian Detlor. "Business process redesign project success: the role of socio-technical theory." Business Process Management Journal 20, no. 5 (August 26, 2014): 773–92. http://dx.doi.org/10.1108/bpmj-10-2012-0112.
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Purpose – The purpose of this paper is to seek to advance business process redesign (BPR) project research through the generation and testing of a new research model that utilizes formative constructs to model complex BPR project implementation issues. Instead of looking at management principles, the paper examines the activities of improving business processes from the project perspective. Design/methodology/approach – A survey of 145 managers and executives from medium and large-sized USA and Canadian companies was used to validate the model. Findings – The model, based on socio-technical theory, includes three implementation components (change management, process redesign, and information and communication technology infrastructure improvement), and links the effects of these components to BPR project outcomes. The empirical findings indicated that all three implementation components had a significant impact on BPR project success, with change management having the greatest effect. Interestingly, the results also showed that productivity improvement was no longer the main focus of companies carrying out BPR projects; instead, improvement in operational and organizational quality was more important. Research limitations/implications – The main limitation of this study is its generalizability with respect to company size and organizational culture. The sample in this study was drawn from medium- and large-sized companies in Canada and the USA, but small-sized organizations were excluded from this study due to their distinct features (e.g. superior flexibility or ability to reorient themselves quickly). Also, this study controlled the variable of organizational culture by limiting respondents to Canada and US companies. It would be very interesting to investigate BPR project implementations in other countries where the organizational working culture may be different. Practical implications – Based on the findings of this study, BPR practitioners can refer to the three BPR project implementation components and then prioritize and sequence the tasks in a BPR project to achieve their preset BPR goals. Originality/value – This is the first study which utilizes formative constructs to validate the important BPR project components.
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F. Webber, Charles, Kobus Mentz, Shelleyann Scott, Janet Mola Okoko, and Donald Scott. "Principal preparation in Kenya, South Africa, and Canada." Journal of Organizational Change Management 27, no. 3 (May 6, 2014): 499–519. http://dx.doi.org/10.1108/jocm-07-2013-0125.
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Purpose – The International Study of Principal Preparation (ISPP) informs principal preparation in relation to change in schools. The paper aims to discuss this issue. Design/methodology/approach – The three-stage ISPP study utilized a mixed-methodological approach. Data were gathered in Kenya, South Africa, and Alberta, Canada utilizing a survey instrument that contained items that focussed on: problematic leadership responsibilities, prior leadership development experiences, and perceived adequacy of leadership preparation experiences. Findings – Leadership preparation in Kenya and South Africa was relatively unstructured, compared to structured university-based leadership preparation in Alberta. The assumption in Kenya and South Africa was that classroom teaching was adequate preparation, while Alberta respondents perceived teaching and leadership as discrete knowledge sets. Content of preparation experiences in Kenya and South Africa was mainly about teaching and learning, while in Alberta it was more about instructional leadership. Kenyan principals felt prepared for the principalship. Alberta principals stated that they were ill prepared to deal with day-to-day responsibilities. Senior South African principals felt they were not prepared for school improvement while younger principals felt they were adequately prepared. Practical implications – Findings suggest that providers utilize cross-cultural partnerships that incorporate technology-mediated dialogue and action research. Cross-cultural learning should be considered co-learning. Preparation should include partnerships between western institutions and informal groups of principals in settings such as Kenya and South Africa. The study informs policymakers, researchers, and school leaders. Originality/value – The cross-cultural comparisons in this paper inform understandings of the principalship in relation to organizational change in schools.
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Crawley-Low, Jill. "The Impact of Leadership Development on the Organizational Culture of a Canadian Academic Library." Evidence Based Library and Information Practice 8, no. 4 (December 13, 2013): 60. http://dx.doi.org/10.18438/b8p593.
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Objective – To determine the perceived impact of leadership development on the behaviours and competencies of employees and the organizational culture of the University Library, University of Saskatchewan, Canada.
Methods – Using grounded theory methodology, the study was conducted in an academic library serving a mid-sized medical-doctoral university in western Canada. Twenty-one librarians and support staff who had completed the University Library’s Library Leadership Development Program (LLDP) participated in one-on-one interviews of 40-60 minutes duration. Interview transcripts were prepared by the researcher and reviewed by the participants. After editing, those source documents were analyzed to reveal patterns and common threads in the responses. The coding scheme that best fits the data includes the following four headings: skill development, learning opportunities, strategic change management, and shared understanding of organizational vision and values.
Results – According to the responses in interviews given by graduates of the Library Leadership Development Program, the library’s investment in learning has created a cohort of employees who are: self-aware and engaged, committed to learning and able to develop new skills, appreciative of change and accepting of challenges, or accountable and committed to achieving the organization’s vision and values.
Conclusion – Competencies and behaviours developed through exposure to leadership development learning opportunities are changing the nature of the organization’s culture to be more collaborative, flexible, open and accepting of change and challenge, supportive of learning, able to create and use knowledge, and focussed on achieving the organization’s vision and values. These are the characteristics commonly associated with a learning organization.
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Wiseman, Nelson, and Lynn McDonald. "The Party That Changed Canada." Labour / Le Travail 21 (1988): 269. http://dx.doi.org/10.2307/25142962.
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Stevens, Julie. "The Canadian Hockey Association Merger and the Emergence of the Amateur Sport Enterprise." Journal of Sport Management 20, no. 1 (January 2006): 74–100. http://dx.doi.org/10.1123/jsm.20.1.74.
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The purpose of this article is to understand the nature of large-scale organizational change within amateur sport through the analysis of a merger between two hockey organizations. This study expands upon the research on Canadian national sport organizations established by Kikulis, Slack, and Hinings (1992) by identifying a new archetype—the Amateur Sport Enterprise. In particular, the study presents a case analysis of the 1994 merger between the Canadian Amateur Hockey Association and Hockey Canada to form the Canadian Hockey Association . The results of the qualitative case study revealed that, contrary to previous notions of archetype coherence, aspects of competing archetypes might coexist within an organizational form or, more specifically, within particular elements of an organizational form. The characteristics of the Amateur Sport Enterprise archetype are discussed and implications for future sport management research are addressed.
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Pomare, Carol, and Anthony Berry. "Integrative contingency-based framework of MCS: the case of post-secondary education." Journal of Accounting & Organizational Change 12, no. 3 (September 5, 2016): 351–85. http://dx.doi.org/10.1108/jaoc-02-2014-0013.
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Purpose The purpose of this paper is to explore whether and how changes in the management control systems (MCS) of post-secondary institutions (PSIs) in Western Canada can be described and explained in terms of formal and informal MCS; and whether and how changes in the MCS of PSIs in Western Canada can be described and explained in terms of an integrative contingency-based framework of MCS based on regulatory accountability systems, competitive markets and organizational culture? Design/methodology/approach The empirical research was undertaken with an exploratory mixed design. The first phase involved descriptive univariate and bivariate statistics as well as non-parametric statistics computed on data from annual reports and financial statements of 46 PSIs in Western Canada to quantitatively explore MCS. The second phase involved the grounded theory (GT) analysis of annual reports of 46 PSIs in Western Canada to qualitatively explore formal MCS in relation to changes in contingencies. The third phase involved the GT analysis of 20 semi-structured interviews of senior managers from PSIs in Western Canada to qualitatively explore informal MCS in relation to formal MCS and changes in contingencies. Findings The research showed that emphasis on formal MCS in Western Canadian PSIs resulted in biased compliance within informal MCS. The exploratory research also demonstrated that the distinction between formal and informal MCS was better understood in a wider framing of MCS in terms of regulatory accountability systems, competitive markets and organizational culture. Originality/value This research led to the elaboration of an exploratory theoretical framework to subsume the distinction between formal and informal MCS into an integrative contingency-based framework of MCS.
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Yates, Charlotte A. B. "Segmented labour, united unions? How unions in Canada cope with increased diversity." Transfer: European Review of Labour and Research 11, no. 4 (November 2005): 617–28. http://dx.doi.org/10.1177/102425890501100410.
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As the labour force in Western industrial democracies becomes more diverse, union strategies for organising and representing these workers need to change. With a particular emphasis on union strategies for recruiting new members, this article demonstrates how slow unions have been to adapt to the changing labour market and labour force. Drawing on data from Canada, the article examines the challenges faced by unions in representing women and immigrants, especially those from racial minorities who constitute a growing proportion of recent immigrants to Canada. It then explores the additional challenges posed by changes to the labour market, most notably the rise in private service sector employment and the shift towards non-unionised manufacturing facilities. The article concludes by examining the ways in which unions need to transform their strategies to reflect the greater diversity found amongst workers and their workplaces.
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Boechler, Lindsey, Stefanie Cormack, Polly Ford-Jones, Cheryl Cameron, J. Chris Smith, and Patrick Suthers. "PP36 Supporting paramedics on the frontlines amidst the COVID-19 pandemic: exploring impactful leadership approaches in Canada." Emergency Medicine Journal 38, no. 9 (August 19, 2021): A15.2—A15. http://dx.doi.org/10.1136/emermed-2021-999.36.
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BackgroundParamedics are experiencing numerous policy and protocol changes in addition to facing enhanced risk of personal exposure during the COVID-19 pandemic. The COVID-19 outbreak offers an opportunity to capture the experiences of paramedics during substantial and rapid changes to workplace policy, protocols, and professional roles in the healthcare system. To date, this ongoing multi-jurisdictional study has captured a better understanding of the lived experiences of Canadian paramedics throughout the COVID-19 outbreak and provided insight to which leadership approaches have been most impactful throughout such unprecedented circumstances.MethodData was collected through an online survey, consisting of quantitative and qualitative questions. Survey responses (n=428) were received between April 2, 2020 and August 1, 2020. The study, theoretically grounded in a phenomenological approach, employed inductive thematic analysis to code the data. The survey remains open and has expanded to include England for further data collection as the pandemic continues to evolve.ResultsMajor themes identified encompassed both professional and personal elements. Although some participants praised organizational leadership and how professional needs had been met throughout the first wave of the COVID-19 outbreak, other respondents expressed weariness to change management approaches and further need for clear communication strategies. Many participants also expressed increased stress, exhaustion and anxiety negatively impacting their mental health.ConclusionsEarly results confirmed a need for paramedics to adapt professional approaches to overcome barriers presented by COVID-19. Although most respondents noted confidence in their ability to provide patient care to those exhibiting symptoms, many noted concern regarding changes to standard of care for patients. In this presentation, we will discuss preliminary results from our study, and share recommendations pertaining to leadership and change management impacting paramedic practice.
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Mello, William J. "Labor and the New Millennium: Class, Vision, and Change. The Twenty-second North American Labor History Conference." International Labor and Working-Class History 60 (October 2001): 212–15. http://dx.doi.org/10.1017/s0147547901244524.
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Wayne State University, in Detroit, Michigan, once again hosted the twenty- second North American Labor History Conference (NALHC). Held between October 19–21, 2000, the conference was an incursion into cutting-edge scholarly research, examining the history of working-class and labor movements in the United States, Europe, Canada, and Mexico, as well as Central and Latin America. NALHC explored the deep-rooted relations among work and race, gender, ethnicity, citizenship, and the economy. A unique and particularly interesting aspect of the conference was that many of the panels were composed of both activists and academics of the labor movement, which made the examination of past and present issues of working-class life highly informative.
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Mulvale, Gillian, Fiona Wilson, Shaleen Jones, Jenn Green, Karl-Johan Johansen, Ian Arnold, and Nick Kates. "Integrating mental health peer support in clinical settings: Lessons from Canada and Norway." Healthcare Management Forum 32, no. 2 (February 11, 2019): 68–72. http://dx.doi.org/10.1177/0840470418812495.
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Mental health peer support is an evidence-based approach called for by Canada’s mental health strategy that presents health leaders with an opportunity to transform mental health service experiences, improve health outcomes, and lower overall system costs. Originally offered in community settings, peer support has been expanding to clinical settings, but challenges to integration exist. This qualitative case study of peer support in clinical settings in Canada and Norway examines the perceived value of peer support and change management strategies that health leaders, managers, staff, and peer support providers can use to support integration of peer support in existing healthcare teams in clinical settings. Recommended strategies for health leaders include adopting a gradual approach to integration, building champions, demonstrating value, focusing on resistant groups, adopting a continuous improvement approach, setting peer support as an organizational priority, and linking peer support to patient-centred care.
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Levesque, Christian, and Gregor Murray. "Union Involvement in Workplace Change: A Comparative Study of Local Unions in Canada and Mexico." British Journal of Industrial Relations 43, no. 3 (September 2005): 489–514. http://dx.doi.org/10.1111/j.1467-8543.2005.00366.x.
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Miller, Kenneth. "Union Exclusivity Arrangements: A Comparative Overview." International Journal of Comparative Labour Law and Industrial Relations 16, Issue 4 (December 1, 2000): 387–408. http://dx.doi.org/10.54648/321109.
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The purpose of this article is to compare the new British trade union recognition procedures with those of Canada and the United States. The article considers how the new legal framework in Britain affects the collective bargaining process and contrasts this with North American arrangements. It is argued that the British legal position involves a much lower level of interference with the administration of collective agreements and a much higher level of autonomy and independence given to workers to negotiate their own terms and conditions of employment than is the case in Canada or the United States. The article also examines the level of statutory and judicial support given to union security arrangements in Canada and the United States and compares this with the British position where no change has been made to the extensive range of statutory protections given to the non-union worker.
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Steane, Peter, Yvon Dufour, and Donald Gates. "Assessing impediments to NPM change." Journal of Organizational Change Management 28, no. 2 (April 13, 2015): 263–70. http://dx.doi.org/10.1108/jocm-03-2014-0068.
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Purpose – When new public management (NPM) emerged in the mid-1980s, most governments such as New Zealand, Australia and Canada embraced it as a better way to provide public services. A more recent assessment of NPM would conclude that its appeal has faded. The purpose of this paper is to assess the serious impediments to NPM-inspired change. Design/methodology/approach – The literature is diffuse, and therefore its insights have been limited by the lack of synthesis. In this paper the authors set out to synthesize the main work already available. Findings – Change, such as breaking up large public sector hierarchies, or developing internal market-like competition and contracting out public services is indeed disruptive. Such change cannot be achieved without shifting decision-making processes, disrupting existing roles and working relationships and leaving some confusion and uncertainty among staff. Many of the changes feature numerous levels of ill-defined processes, ongoing multi-layered and complex decision making, and no easily agreed or clear path to resolution. Originality/value – The terms “wicked problem” and “disruptive innovation” are increasingly familiar to public managers and policy makers. This paper argues that managing NPM-style change represented yet another wicked problem in managing public organizations. The authors set out to synthesize the main work available, and in so doing, frame the various attributes of NPM-inspired change – five basic parts, five types of uncertainty and five fragmenting forces. The conceptual framework suggests hypotheses as the basis for further research.
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A. Tucker, Danielle, Jane Hendy, and James Barlow. "When infrastructure transition and work practice redesign collide." Journal of Organizational Change Management 27, no. 6 (October 7, 2014): 955–72. http://dx.doi.org/10.1108/jocm-09-2013-0173.
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Purpose – As management innovations become more complex, infrastructure needs to change in order to accommodate new work practices. Different challenges are associated with work practice redesign and infrastructure change however; combining these presents a dual challenge and additional challenges associated with this interaction. The purpose of this paper is to ask: what are the challenges which arise from work practice redesign, infrastructure change and simultaneously attempting both in a single transformation? Design/methodology/approach – The authors present a longitudinal study of three hospitals in three different countries (UK, USA and Canada) transforming both their infrastructure and work practices. Data consists of 155 ethnographic interviews complemented by 205 documents and 36 hours of observations collected over two phases for each case study. Findings – This paper identifies that work practice redesign challenges the cognitive load of organizational members whilst infrastructure change challenges the project management and structure of the organization. Simultaneous transformation represents a disconnect between the two aspects of change resulting in a failure to understand the relationship between work and design. Practical implications – These challenges suggest that organizations need to make a distinction between the two aspects of transformation and understand the unique tensions of simultaneously tackling these dual challenges. They must ensure that they have adequate skills and resources with which to build this distinction into their change planning. Originality/value – This paper unpacks two different aspects of complex change and considers the neglected challenges associated with modern change management objectives.
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Hiranandani, Vanmala. "Diversity Management in the Canadian Workplace: Towards an Antiracism Approach." Urban Studies Research 2012 (November 14, 2012): 1–13. http://dx.doi.org/10.1155/2012/385806.
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Most diversity management programs in Canada maintain that enhancing workforce diversity is of tremendous significance for business organizations in today’s competitive global urban markets. Since well-meaning diversity management initiatives have been largely ineffective thus far in dealing with workplace discrimination and racism in the Canadian workplace, this paper underscores the need to decenter the focus of diversity management from a business imperative to an antidiscrimination and social justice imperative. Within this latter perspective, the paper examines the strengths and limitations of the antiracism approach that has been implemented in various developed countries in recent years. The antiracism approach is an action-oriented strategy for institutional and systemic change that has at its core the interrogation of privilege, power disparities, and other forms of inequity within the organization. Drawing from the lessons of various initiatives that have utilized this approach, the present paper emphasizes the need for a nuanced antiracism approach in the multicultural Canadian society if diversity management is to attain its goal of greater inclusion of all individuals in informal networks and formal organizational programs.
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Chen, Chen, and Daniel S. Mason. "Making Settler Colonialism Visible in Sport Management." Journal of Sport Management 33, no. 5 (September 1, 2019): 379–92. http://dx.doi.org/10.1123/jsm.2018-0243.
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This study discusses how an epistemological shift—explicitly acknowledging the embedded position of the sport management field in settler colonial societies and its effect on knowledge production therein—is necessary for the field to mobilize social change that problematizes and challenges ongoing settler colonialism. Reviewing previous research examining social change in sport management, the authors then argue that settler colonialism, a condition that underlies some nation-states that produce leading sport management knowledge—the United States, Canada, Australia, and New Zealand—should no longer remain invisible in our research. Drawing upon Indigenous Studies, Settler Colonial Studies, and sport-related work from other social science disciplines, the authors contextualize the position of non-Indigenous scholars and then address three questions that highlight the relevance of settler colonialism to sport management research. They conclude with a discussion on possible ways in which settler colonialism can be visibilized and thus challenged by non-Indigenous scholars.
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Vogel, Ellen M., Sandra D. Burt, and John Church. "Case Study on Nutrition Labelling Policy-making in Canada." Canadian Journal of Dietetic Practice and Research 71, no. 2 (July 2010): 85–92. http://dx.doi.org/10.3148/71.2.2010.85.
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Purpose: In order to understand policy-making capacities, we conducted an in-depth examination of three stages of the policy cycle (agenda-setting, formulation, and decision-making) leading to mandatory nutrition labelling, nutrient content claims, and health claims regulations in Canada. Methods: Data were collected through document review and key informant interviews (n=24) conducted with government, industry, health organizations, professional associations, academia, and consumer advocacy groups. Results: The policy-making processes were complex, unpredictable, and often chaotic. In the early stages, progress was hampered by a shortage of resources and negatively affected by policy silos. In spite of formidable barriers, a high degree of stakeholder convergence was achieved, which facilitated ground-breaking policy formulation. Success factors included a common health promotion issue frame that participants adopted early in the consultative process, “champions” within the federal government's health sector, strong advocates within a broad stakeholder community, and an innovative policy-formulation process overseen by an intersectoral advisory committee. Conclusions: Authentic partnerships among government, industry, and key stakeholders strengthened policy-making processes while helping to overcome policy silos at the organizational level. Barriers were reduced through effective change management practices and collaborative advisory and communication processes. Future research should involve an examination of the population health outcomes associated with this policy initiative.
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Godard, John. "Is Good Work Good for Democracy? Work, Change at Work and Political Participation in Canada and England." British Journal of Industrial Relations 45, no. 4 (December 2007): 760–90. http://dx.doi.org/10.1111/j.1467-8543.2007.00648.x.
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Pittman, Russell. "Railway Mergers and Railway Alliances: Competition Issues and Lessons for other Network Industries." Competition and Regulation in Network Industries 10, no. 3 (September 2009): 259–78. http://dx.doi.org/10.1177/178359170901000303.
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Freight railway enterprises in both Europe and North America are in the process of significant restructuring, with EC policy changes dictating new ownership, organization, and cooperation arrangements in Europe and a series of major mergers having already led to highly concentrated regional markets in the U.S. and Canada. Mergers, alliances, and organizational changes may raise important and complex issues regarding the level of competition facing goods shippers, with differing implications depending on the differing institutional contexts. This paper examines the competitive consequences of these developments in Europe and North America and suggests some lessons for other network industries.
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O’Brady, Sean. "Rethinking precariousness and its evolution: A four-country study of work in food retail." European Journal of Industrial Relations 25, no. 4 (December 5, 2018): 327–44. http://dx.doi.org/10.1177/0959680118814339.
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This article analyses the expansion of precarious work in industrialized economies, integrating the welfare regime, risk shift and segmentation literatures. I examine trends in wages, working hours, pensions and healthcare in food retail in Canada, Germany, Sweden and the USA between 1980 and 2016. Precariousness increased in each country, but the form and degree of change differed markedly, reflecting the effects of product market competition, bargaining centralization and labour regulation.
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Kartikeyan, Shashi, and Shabnam Priyadarshini. "Missing women in the boardrooms: across the board." Human Resource Management International Digest 25, no. 5 (July 10, 2017): 4–6. http://dx.doi.org/10.1108/hrmid-04-2017-0062.
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Purpose This paper aims to highlight the under-representation of women in leadership positions across the world. Design/methodology/approach The authors add their unbiased views in presenting the most relevant information found in literature. Findings The paper examines the representation of women in the leadership positions such as board members and/or CEOs/top executives in the corporate world across the globe to understand the new developments that may be changing the status quo. This is a review of legislative changes on bringing parity in boardrooms and its impacts in certain countries where such changes are already implemented. The changes implemented through quotas, penalties, and incentives for including women in boardrooms in certain countries in Europe, Australia, Canada, India, and Kenya show that finally the absence of women in boardrooms has been noticed. The countries are moving towards legal compliance; however, there is still a dearth of women CEOs around the world. Practical implications The paper points toward the fact that the interventions that have happened are late and have failed capable women who could have reached their full professional potential in the western world. Also, taking a cue, the rest of the world can impose sufficient and timely legislative change to leapfrog to a gender equal society at every level, including at the top. Originality/value The paper compiles the most significant facts and figures and presents them in a very concise manner for any busy executive or researcher thus saving hours of reading time.
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Hennebert, Marc-Antonin, and Marcel Faulkner. "Are strikes still a tool for union action? A qualitative investigation into the private sector in Quebec, Canada." Economic and Industrial Democracy 41, no. 1 (January 6, 2017): 73–97. http://dx.doi.org/10.1177/0143831x16684963.
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Based on an empirical study conducted with union representatives working in the private sector in Quebec (Canada), this article analyses how union representatives perceive strikes. The analysis of the interviews primarily shows that union representatives have strongly integrated the current constraints related to striking, whether they be of an economic, institutional or organizational nature or relating to the dynamics of mobilization involved therein. Second, it emphasizes that, in spite of the union representatives’ more ambiguous relationship with striking, strikes are still an important tool in the repertoire of union action. Lastly, it highlights the various changes in the way this union practice is implemented.
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Hallstrom, Lars K., and Glen T. Hvenegaard. "Fostering Evidence-Informed Decision-Making for Protected Areas through the Alberta Parks Social Science Working Group." Land 10, no. 2 (February 23, 2021): 224. http://dx.doi.org/10.3390/land10020224.
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Since 2012, the Alberta Parks division in the Province of Alberta, Canada has been engaged in a process of building scientific, research, and evidence-informed capacity and practices across the parks system. Following a series of priority-setting workshops and agreements with the research, Parks management, and local communities, Alberta Parks has adopted a working group approach and subsequent framework, to support the research and decision-making goals of parks and protected areas management, and the research communities. This Social Science Framework is an innovative way to support evidence-informed decision-making in the public sphere by explicitly linking data-specific needs (benchmark data in social, natural, and applied sciences) with both established and emerging policy and research priorities. It is also a way to situate those needs within a broader goal of inter-organizational collaboration. This paper presents the background and developmental context to the framework, and its structure and desired functionality. The paper concludes with an assessment of the anticipated benefits and potential liabilities of this direction for linking academic and policy agents and organizations in a more formalized structure for environmental policy.
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Glavin, Paul. "Multiple jobs? The prevalence, intensity and determinants of multiple jobholding in Canada." Economic and Labour Relations Review 31, no. 3 (July 23, 2020): 383–402. http://dx.doi.org/10.1177/1035304620933399.
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While traditional labour market estimates indicate that there has been little change in the proportion of workers holding multiple jobs in North America, survey instrument deficiencies may be hiding more substantial growth driven by the gig economy. To address this possibility, I test a broader measure of multiple jobholding to examine its prevalence in the Canadian workforce based on two national studies of workers (2011 Canadian Work Stress and Health Study and 2019 Canadian Quality of Work and Economic Life Study). Almost 20% of workers in 2019 reported multiple jobholding – a rate that is three times higher than Statistics Canada estimates. While multivariate analyses reveal that the multiple jobholding rate in 2019 was 30% higher than in the 2011 Canadian Work Stress and Health Study, multiple jobholders in 2019 were less likely to report longer work hours in secondary employment. Analyses also revealed that having financial difficulties is consistently associated with multiple jobholding in 2011 and 2019. Collectively, these findings suggest that while the spread of short-term work arrangements has facilitated Canadians’ secondary employment decisions, for many workers these decisions may reflect underlying problems in the quality of primary employment in Canada, rather than labour market opportunity. I discuss the potential links between multiple jobholding, the gig economy and employment precariousness. JEL Code: J21
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Boodoo, Muhammad Umar. "Do Highly Unionized Companies Compensate Their CEOs Less in Periods of Financial Distress? Evidence from Canada." ILR Review 71, no. 2 (July 5, 2017): 306–28. http://dx.doi.org/10.1177/0019793917719885.
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In this article, the author studies the strategic interaction between employee stakeholders, in particular labor unions, and top management, and he evaluates the effect of the two parties’ inherent competitive rent-seeking behavior on CEO pay. Using a panel of firms listed on the S&P/TSX Composite Index, the author shows that CEO compensation withstood the financial crisis (2008–2011) despite lower and even negative corporate performance. Further, highly unionized companies were associated with higher CEO pay in terms of non-equity elements such as salary and pension allocations. The presence of unions had no observed effect in reducing bonuses, stock options, and restricted stock units. These findings have implications for the debate on income inequality and the power of unions to bring about change.
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Dinardo, John, and Thomas Lemieux. "Diverging Male Wage Inequality in the United States and Ganada, 1981–1988: Do Institutions Explain the Difference?" ILR Review 50, no. 4 (July 1997): 629–51. http://dx.doi.org/10.1177/001979399705000405.
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The U.S. and Canadian economies have much in common, including similar collective bargaining structures. During the period 1981–88, however, although both countries witnessed a decline in the percentage of workers belonging to unions and an increase in hourly wage inequality, those changes were much more pronounced in the United States than in Canada. Using data on men in Canada and the United States in 1981 and 1988 (from the Labour Force Survey and supplements to the Current Population Survey), the authors study the effect of labor market institutions on changes in wage inequality by computing simple counterfactuals such as the distribution of wages that would prevail if all workers were paid according to the observed nonunion wage schedule. Their results suggest that much more severe declines in the unionization rate in the United States than in Canada account for two-thirds of the differential growth in wage inequality between the two countries.
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Lam, Helen. "Marijuana Legalization in Canada: Insights for Workplaces from Case Law Analysis." Relations industrielles / Industrial Relations 74, no. 1 (May 7, 2019): 39–65. http://dx.doi.org/10.7202/1059464ar.
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The legalization of marijuana in Canada is expected to have a significant impact on workplaces, requiring the development or updating of company drug-related policies and procedures. To help employment relations stakeholders with this change, recommendations are made based on an analysis of 93 past arbitration/tribunal/court cases involving marijuana-related policy violations, drawn from the Labour Source database. Issues addressed include language and communication of the work rule, reasonableness of drug tests, standard of proof, duty to accommodate, and mitigating factors. Based on the study of those 93 court cases, some recommendations can be formulated. First, employers need to clearly state their drug-related policies, taking into consideration safety-sensitivity and any substance abuse culture. This may include prohibition of possession, use, and distribution of drugs at the workplace or working under the influence, and the need to report any medical drug use that requires accommodation. Drug tests should only be done when there is a bona fide occupational requirement or where safety is a concern, such as post-incident or when there is reasonable suspicion of drug impairment. Also, it is important to understand that positive drug test results can only show past drug use but not the level of impairment or whether the drug was used while on a work shift. Therefore, to support an offence violation and discipline, corroborating evidence from multiple witnesses and sources are often necessary. Supervisors should be trained to identify the characteristics related to marijuana and drug impairment and the procedures to follow when an incident occurs. Employers must be cognizant of the duty to accommodate medical marijuana users or recreational users who are addicted, under human rights protection for disability. Such accommodation may include work reassignment or a leave of absence. In deciding on a penalty, other than past performance and disciplinary records and personal extenuating circumstances, arbitrators may consider rehabilitation situations to assess the prognosis and viability of the employment relationship. Employers and unions are advised to stay abreast of latest developments in the laws, drug test technologies and medical research related to marijuana use.
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Kirkby, Ryan Lawrence, Doris Howell, Melanie Lynn Powis, Heidi Amernic, Lesley Moody, Mary Ann O'Brien, Sara Rask, and Monika K. Krzyzanowska. "Tailoring implementation for a cancer self-management support intervention for patients starting chemotherapy." Journal of Clinical Oncology 37, no. 27_suppl (September 20, 2019): 287. http://dx.doi.org/10.1200/jco.2019.37.27_suppl.287.
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287 Background: Multiple implementation strategies are described in the literature; however, there is limited consensus on how to best tailor implementation to organizational and clinician readiness. We undertook a mixed-methods evaluation to inform tailored implementation of self-management support (SMS) in ambulatory cancer care as the first phase of a pilot randomized trial of the intervention in patients starting chemotherapy. Methods: Validated surveys, focus groups and interviews were undertaken with key stakeholders (oncologists, nurses, allied health, and administrative leaders) in the lung, colorectal and lymphoma disease site groups at 3 regional cancer centres in Ontario, Canada. Median responses to individual survey questions were classified as an enabler, barrier or neutral based on predetermined cut-offs. Enablers and barriers were triangulated with qualitative data and mapped to the Consolidated Framework for Implementation Research domains. Implementation strategies to address barriers were identified using the Expert Recommendations for Implementing Change tool. Results: Survey respondents represented all stakeholder groups (n = 78; respondent rate = 50%). Minimal variation was noted across stakeholders and centres. Overall, respondents held positive beliefs about the value of SMS, were familiar with the principles of SMS and felt there was a tangible fit among the intervention, individual beliefs, and existing workflows. Suboptimal communication networks and access to information about the adoption of SMS, as well as a lack of organizational commitment to implementing the intervention were identified as key implementation barriers. Qualitative data reinforced quantitative findings, namely that stakeholders value SMS but were unsure if it would translate into reduced treatment toxicities. 46 implementation strategies were identified based on perceived barriers, of which 28 (61%) were common to all 3 centres. Conclusions: Stakeholders at cancer centres acknowledged that SMS is valuable, but potential barriers to integration of SMS into routine ambulatory practice exist. The impact of the tailored implementation plans will be evaluated as part of the trial.
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Irvine, Diane. "The Development of Measures of Organizational Citizenship Behaviour and Changes in Job Behaviours Related to Quality Management in Health Care." Health Services Management Research 8, no. 3 (August 1995): 143–61. http://dx.doi.org/10.1177/095148489500800301.
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A study was conducted at two tertiary care hospitals in Canada for the purpose of developing instruments to measure organizational citizenship behaviours (OCB) and changes in job behaviours that occur as a result of participation on hospital quality improvement (CQI) teams. Semi structured interviews were conducted among 52 hospital employees in order to elicit critical incidents of OCB and changes in job behaviours related to CQI. The results of the staff interviews were used to develop a measure of OCB in the hospital setting, and a measure of changes in job behaviours related to CQI. 39 employees, who were drawn from the major departments within the two hospitals on the basis of their membership on CQI teams, participated in a test of the psychometric properties of the two research instruments. Exploratory factor analysis, employing an orthogonal rotation, yielded two factors that accounted for 30% of the variation among the OCB items. The Cronbach alpha for items loading highly on the first factor was .88. The factor was labelled ‘OCB directed towards individuals within the organization’. This factor was dominated by items reflecting the kinds of extra-role job behaviours employees engage in to assist patients, family members, visitors, and other employees within the organization. The Cronbach alpha for items loading highly on the second factor was 0.71. The second factor was labelled ‘organizationally directed OCB’, and consisted of behaviours that reflected an impersonal form of OCB in the hospital setting. Factor analysis, employing an orthogonal rotation, yielded four factors that accounted for 48% of the variation among the items measuring changes in job behaviours related to CQI. The four factors were labelled ‘problem-solving’, Cronbach alpha 0.82; ‘customer awareness’, Cronbach alpha 0.79; ‘use of CQI knowledge’, Cronbach alpha 0.77; and ‘organizational interests’, Cronbach alpha 0.79. The two OCB factors were moderately correlated, there were no significant correlations among any of the factors measuring changes in job behaviours related to CQI, and the problem-solving job behaviours factor was moderately correlated with the two OCB factors. Directions for future research are discussed.