Dissertations / Theses on the topic 'Theory of Organisational Justice'
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Crawshaw, Jonathan R. "Managing careers and managing fairness : an organisational justice theory perspective on employee evaluations of, and reactions to, organisational career management practices." Thesis, Aston University, 2005. http://publications.aston.ac.uk/10784/.
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This thesis presents the results of a multi-method investigation of employee perceptions of fairness in relation to their career management experiences. Organisational justice theory (OJT) was developed as a theoretical framework and data were gathered via 325 quantitative questionnaires, 20 semi-structured interviews and the analysis of a variety of company documents and materials. The results of the questionnaire survey provided strong support for the salience of employee perceptions of justice in regard to their evaluations of organisational career management (OCM) practices, with statistical support emerging for both an agent-systems and interaction model of organisational justice. The qualitative semi-structured interviews provided more detailed analysis of how fairness was experienced in practice, and confirmed the importance of the OJT constructs of fairness within this career management context. Fairness themes to emerge from this analysis included, equity, needs, voice, bias suppression, consistency, ethicality, respect and feedback drawing on many of the central tenants of distributive, procedural, interpersonal and information justice. For the career management literature there is empirical confirmation of a new theoretical framework for understanding employee evaluations of, and reactions to, OCM practices. For the justice literatures a new contextual domain is explored and confirmed, thus extending further the influence and applicability of the theory. For practitioners a new framework for developing, delivering and evaluating their own OCM policies and systems is presented.
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Hamman-Fisher, Desireé Ann. "The relationship between job satisfaction and organisational justice among academic employees in agricultural colleges in South Africa." Thesis, University of the Western Cape, 2009. http://hdl.handle.net/11394/2688.
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Magister Administrationis - MAdminIn an attempt to make South Africa a more just society after the first democratic elections on 27 April 1994, the South African society had to undergo a number of radical changes which impacted the social, economical, political and educational arena. These changes have influenced recruitment, retention and turnover. Changes at leadership levels in the private and public sphere coupled with a huge exodus of highly skilled professionals are evident as topics of equality and social justice appear at the top of company agendas. Many proponents have conducted research on organisational justice and the fact that more than twenty five thousand articles have been published on job satisfaction attest to the importance of these two variables on organisational performance. In an article examining past, present and future states of organisational justice it is argued that organisational justice has the potential to explain many organisational behavioural outcome variables. An investigation of the relationship between organisational justice perceptions and work behavior found job satisfaction to be made up of a large fairness component. The rationale behind the support for the study is the argument that employees who perceive that they have been fairly treated is likely to hold positive attitudes about their work, their work outcomes and their managers. If South African organisations wish to remain competitive then organisations need to understand how perceptions of justice influence attitudes and behaviour and consequently affect the success of the organisation. Agricultural Colleges, a division of the Department of Agriculture are no exception. The Agricultural Colleges' primary aim is to provide training to its prospective communities, and is continuously being evaluated in terms of how well its academic employees achieve its vision, mission and goals. It is evident from responses to job advertisements, low morale and high turnover that most of the academic employees in Agricultural Colleges are dissatisfied with their jobs, pay, management and the institutions based on their current salary. Attracting, recruiting and retraining highly skilled, internationally marketable and mobile employees are critical factors in determining the present and future success in agricultural training in South Africa. Limited research to examine the effects of organisational justice on organisational outcomes in an environment where the workforce consists of academics is the gap this research attempts to fill. This study is designed to assess the impact of organisational justice on job satisfaction of academic employees in agricultural colleges in South Africa. Also, to determine whether biographical values influence the relationship between organisational justice and job satisfaction.
South Africa
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Arneguy, Elodie. "L’influence de la justice sur le readiness for change : mieux comprendre les modalités de son influence." Thesis, Pau, 2020. http://www.theses.fr/2020PAUU2085.
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Pour les organisations, réussir à implémenter des changements en interne est crucial, afin qu’elles puissent s’adapter à un environnement économique et technologique en mouvement constant. Trop souvent, cependant, les initiatives de changement échouent du fait des réactions des employés vis-à-vis de ces changements. Il a été démontré que la perception des employés à se sentir prêts au changement, à savoir « le readiness for change », est décisif pour la réussite des changements. Le readiness for change est considéré comme une avancée majeure dans la littérature sur le changement organisationnel. Des premiers résultats empiriques ont récemment démontré que les perceptions de justice favorisent le readiness for change. Bien qu’il ait été attesté de manière constante que les perceptions de justice sont un facteur important d’un grand nombre d’attitudes et de comportements positifs au travail, très peu d’attention a été portée à l’influence de la justice sur le readiness for change. Cette thèse est dédiée à l’examen de la relation entre justice et readiness for change. Plus précisément, elle a pour objectif de confirmer l’impact de la justice sur le readiness for change et d’explorer les caractéristiques de la relation entre ces deux concepts clés en abordant trois questions fondamentales : (1) comment la justice influence-t-elle le readiness for change ? (2) qui, au moyen d’un traitement juste, influence le readiness for change ? (3) quand la justice impacte-t-elle le readiness for change ? En se basant sur la réalisation de trois études empiriques, cette thèse apporte des réponses à ces questions. De plus, elle traite des implications théoriques, notamment l’application de la fairness heuristic theory dans des contextes de changements, et des implications managériales, en soulignant des modalités concrètes pour accroître les chances de changements réussis dans les organisationsPreliminary empirical findings have recently demonstrated that justice perceptions foster readiness for change. Although research has steadily evidenced that justice perceptions are a substantial factor of a wide range of positive attitudes and behaviors at work, very little attention has been given to the influence of justice on readiness for change. This dissertation is dedicated to the examination of the relationship between justice and readiness for change. More precisely, it aims at confirming the impact of justice on readiness for change and exploring the characteristics of the relationship between these two key concepts, by addressing three fundamental questions: (1) how does justice influence readiness for change? (2) who, by means of fair treatment, influence readiness for change? (3) when does justice affect readiness for change? Based on three empirical studies, the present dissertation provides answers to these questions. Furthermore, it discusses theoretical implications, including the application of the fairness heuristic theory in change settings, and managerial implications, by outlining concrete means to enhance the chance of successful changes in organizations
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Christiansen, Anton, Malin Johansson, and Sabina Persson. "En studie om hur motivationen hos medarbetarna i organisationen påverkas av företagsledningens belöningar." Thesis, Halmstad University, School of Business and Engineering (SET), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-5598.
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I media har det debatterats om huruvida belöningar i form av bonusar till företagsledningen är befogade då företaget går dåligt om man istället för att belöna ledningen kunnat behålla fler anställda. Debatterna har fokuserat på personerna som har valt att ta emot belöningar, inte vad belöningarna är till för att medföra i organisationen. Detta är bakgrunden till att vi vill undersöka hur företagsledningens belöningar kan påverka övriga medarbetare i organisationen. Vår problemformulering är följande; hur påverkar företagsledningens belöningar motivationen hos medarbetarna i organisationen? Syftet med denna uppsats är att vi vill se vilket sambandet är mellan ledningens belöningar och motivationen hos medarbetarna i organisationen. Vi har valt en kvantitativ ansats och genomfört en enkätundersökning för att ta reda på hur företagsledningens belöningar påverkar motivationen hos medarbetarna i organisationen. Enkäten skickade vi till individer med någon form av chefsposition i medelstora och stora noterade publika aktiebolag inom olika branscher. Beroende av vad medarbetaren har för förutsättningar, såsom ålder, tid på samma tjänst, befattning och om man har befordrats, så kan vi acceptera eller förkasta vår hypotes att motivationen hos medarbetarna ökar av att ledningen får belöningar. Vi kan av vår undersökning dra slutsatsen att ålder och befattning påverkar huruvida ledningens belöningar uppfattas som rättvisa eller orättvisa.
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Waterhouse, Jennifer Marie. "Changing the Culture of Technically Oriented Public Sector Organisations: Transformation, Sedimentation or Hybridisation?" Thesis, Queensland University of Technology, 2003. https://eprints.qut.edu.au/15886/3/Jennifer_Waterhouse_Thesis.pdf.
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Over the last two decades the public sector has been the target of significant change driven primarily by advocates of public choice theory who argue that the public sector is too large and inefficient. Changes, grouped under the banner of New Public Management, have therefore been aimed at achieving greater financial accountability through the adoption of private sector management techniques and the opening up to competition of monopolistic government supplied services.
Recent reappraisals of these changes have suggested that they have failed to adequately address issues of social justice. It has therefore been proposed that public sector organisations now need to consider more egalitarian methods of service delivery through greater public consultation and involvement in decision making processes.
Studies over the last 20 years in the public sector have tended to concentrate on change aimed at achieving New Public Management outcomes. This study adds to theory of culture and culture change in public sector organisations through exploring a change purposefully enacted to enable an organisation to meet both economic rationalist and egalitarian objectives. The primary aim of this thesis is to explore a planned process of cultural change within a technically oriented, public sector organisation to determine the processes used to undertake such change, the resulting outcomes and why these outcomes occur. A case study was used to investigate these areas.
The study was longitudinal and used a combination of methods including focus groups, interviews, non-participant observation and document analysis. Historical data was first obtained to form a base from which to examine the process of planned change over a two year period. This method allowed consideration of the impact of contextual changes on the planned process that resulted in some unintended consequences in regard to how change was being driven.
The findings conclude that models of planned change that include mechanisms through which diversity is encouraged may provide arenas through which conflict can act as a positive dynamic for change. The outcome of the planned change evidences how a purposefully created hybrid organisational form may be capable of addressing the sometimes conflicting goals of economic rationalism and citizenship participation.
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Waterhouse, Jennifer Marie. "Changing the Culture of Technically Oriented Public Sector Organisations: Transformation, Sedimentation or Hybridisation?" Queensland University of Technology, 2003. http://eprints.qut.edu.au/15886/.
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Over the last two decades the public sector has been the target of significant change driven primarily by advocates of public choice theory who argue that the public sector is too large and inefficient. Changes, grouped under the banner of New Public Management, have therefore been aimed at achieving greater financial accountability through the adoption of private sector management techniques and the opening up to competition of monopolistic government supplied services. Recent reappraisals of these changes have suggested that they have failed to adequately address issues of social justice. It has therefore been proposed that public sector organisations now need to consider more egalitarian methods of service delivery through greater public consultation and involvement in decision making processes. Studies over the last 20 years in the public sector have tended to concentrate on change aimed at achieving New Public Management outcomes. This study adds to theory of culture and culture change in public sector organisations through exploring a change purposefully enacted to enable an organisation to meet both economic rationalist and egalitarian objectives. The primary aim of this thesis is to explore a planned process of cultural change within a technically oriented, public sector organisation to determine the processes used to undertake such change, the resulting outcomes and why these outcomes occur. A case study was used to investigate these areas. The study was longitudinal and used a combination of methods including focus groups, interviews, non-participant observation and document analysis. Historical data was first obtained to form a base from which to examine the process of planned change over a two year period. This method allowed consideration of the impact of contextual changes on the planned process that resulted in some unintended consequences in regard to how change was being driven. The findings conclude that models of planned change that include mechanisms through which diversity is encouraged may provide arenas through which conflict can act as a positive dynamic for change. The outcome of the planned change evidences how a purposefully created hybrid organisational form may be capable of addressing the sometimes conflicting goals of economic rationalism and citizenship participation.
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Jess, Gabrielle M. "Enforceable undertakings: Perceptions of organisational justice." Thesis, Queensland University of Technology, 2015. https://eprints.qut.edu.au/90857/4/Gabrielle_Jess_Thesis.pdf.
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In this thesis the use of enforceable undertakings is examined as a sanction for a breach in work, health and safety legislation through the lens of organisational justice. A framework of justice types - distributive, procedural and interactional - is developed and the perceptions of the three parties to the process - the regulator, the business entity and the worker as the affected third party - are explored. It is argued that the three parties perceive the sanction to be distributively unfair, but procedurally and interactionally just.
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Alsaree, Lina Taleb. "What is just? How do today's workforce perceive organisational justice?" Thesis, Queensland University of Technology, 2020. https://eprints.qut.edu.au/201341/1/Lina_Alsaree_Thesis.pdf.
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This thesis is an exploratory study investigating the perceptions and experiences of both supervisors and subordinates in a university setting. The research reported provides an improved understanding of what justice means in the eyes of supervisors and subordinates in the workplace today. This study develops a contemporary view of organisational justice, as workplaces have changed considerably since the foundation of current organisational justice literature and assumptions that were founded in the previous century. In doing so, the findings and discussion provide an updated picture of what organisational justice looks like in the workplace today.
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Coetzee, Mariette. "The fairness of affirmative action an organisational justice perspective /." Thesis, Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-04132005-130646.
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Rossiter, P. G. "Organisational improvement through learning organisation theory." Thesis, University of Salford, 2007. http://usir.salford.ac.uk/2256/.
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A research study was conducted of the management theories and quality philosophies that have been expounded throughout the twentieth century. This study included the modem thinking for quality improvement and business excellence to include the modem concept of Learning Organisations. This research project was undertaken with the aim of producing a framework based on the culture of Learning Organisation Theory and including within it the external influences on such a culture. The framework consisted on a core of human values, divided into five areas that are deemed important to learning organisations. These were surrounded by the basic values of Trust, Honesty and Openness thus protecting the core from outside influence. Elements from traditional management systems theory provided the outer casing for the framework, these elements influencing the core for both good and bad. The contents of the framework were then studied in three organisations of differing background with a view to firmly establishing the elements and areas within the framework for validity in these three organisations. The common theme between all the organisations chosen was that they had all in the recent past been involved in major management and internal change. One study involved the development of a questionnaire and supporting matrices in order to identify the areas and elements of the framework, thus establishing their existence. Active research techniques were used in the other studies in order to establish both 'why' the elements are important and any interrelationship between the areas. As a result of these studies suggestions for modification to the framework were established in order to strengthen the thinking and these were encompassed in to the framework. Probably the most significant of these changes was the inclusion of 'Leadership' as being a major factor in the filtering of undesirable elements. The outcome from the research is that the aim was achieved and a framework was developed that, for the first time, was drawn up in such a way that the elements and areas can easily be recognised and an understanding of what they represent is clearly shown. The reasons as to why these elements are important are also established. This is regarded as an advancement in this field of study.
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Xenikou, Athena. "Attributional theory, organisational culture and motivation." Thesis, University College London (University of London), 1995. http://discovery.ucl.ac.uk/1317967/.
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This thesis concerns the effect of attributions for failing in a creativity task and organisational culture (OC) on motivation to engage in similar tasks. In chapter one the relationship between situational attributions, attributional style (AS), and motivation is reviewed. A reformulation of Amabile's model of the social psychology of creativity is suggested on the grounds of recent developments in attributional theory. An extension of Amabile's theory is also proposed by investigating various social facilitators of creativity. In order for the proposed extension of Amabile's theory to be further elaborated within the organisational setting, the effect of organisational culture on creativity and innovation is reviewed in chapter two. Five studies were conducted to test a series of hypotheses derived from the above research. In study one, the moderating role of situational attributions in the relationship between failure and subsequent motivation was empirically shown in terms of the refined attributional theory of Weiner. Since the literature in AS has questioned the psychometric properties of the various measures of the concept, study two concerns the development of a more reliable and valid measure of AS. Results showed that a generalised expectancy for negative events is a predictor of low confidence and pessimism. In study three the new measure of AS was used to test for the hypothesised influence of AS on after-failure motivation through its effect on situational attributions. The suggested extension of Amabile's social psychology of creativity was also tested by examining whether pro-creativity social norms facilitate creative behaviour. The findings demonstrate that the globality facet of AS and the perceived social norms for creativity determine the perception of situational attributions, which in turn predicts the level of after-failure motivation. In order to examine the effect of social norms on motivation to be creative in the organisational setting, organisational norms as a manifestation of OC had to be measured. The fourth study was a psychometric assessment of four questionnaire measures of OC which showed the more reliable and valid measure to use. In addition, study four provided some evidence that the organisational norms of creativity, internal co-operation, and achievement constitute the cultural dimension of openness to change, while the norms of centralisation of power and competition are associated with resistance to change. The fmal study investigated the effect of OC on employees motivation to be creative through the mediating effect of situational attributions for failure and expectancy of future success. The hypotheses of this study were partly supported. The final chapter discusses the findings and the limitations of this thesis, drawing out possible implications for future research.
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Parker, Shameema. "Conceptualisation of a structural model to predict organisational commitment." University of Western Cape, 2020. http://hdl.handle.net/11394/8065.
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Magister Commercii (Industrial Psychology) - MCom(IPS)As local textile manufacturing come under pressure from global competition, the competitive advantage of organisations in this sector have become an important research topic. As a key input in the manufacturing process, human resources can either be a burdensome cost or a source of competitive advantage for organisations in the textile industry. The effectiveness of human resources depends to a large extend on the ability of organisations to keep them motivated and productive.
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Sawers, Andrew Campbell. "The Effects of Perceived Supervisor Support, Organisational Justice and Change Management Strategies in the Context of Organisational Restructuring." Thesis, University of Canterbury. Psychology, 2011. http://hdl.handle.net/10092/5324.
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This study sought to further our understanding of the antecedents of employee perceptions of organisational justice in the context of organisational restructuring. As such, this study focussed on the previously under-researched change management practices of support for downsizing victims and organisational communication quality, and the similarly under-researched organisational justice dimensions of interpersonal and informational justice, while also hypothesising a moderating effect of perceived supervisor support between these two sets of variables. Using an online survey, a total of 234 employees from a large New Zealand organisation in the Education sector were invited to participate in the study, with 71 volunteering to complete the online survey. The results showed no moderating effects of perceived supervisor support, but did show strong, significant main effects of victim support and communication quality on both interpersonal and informational justice. These findings highlight the importance of change management practices in maximising positive outcomes post-restructuring for the organisation and its employees.
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Ellis, Robert Keith. "Toward a systemic theory of organisational change." Thesis, City University London, 2002. http://openaccess.city.ac.uk/7601/.
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Change is the subject matter for this thesis which reports on a research programme that has investigated the issue of effective and sustainable organisational change. Organisational change possesses an almost obsessive interest for many organisational and behavioural scholars. Nevertheless, it has been observed that a majority of organisational change initiatives fail, or fail to realise the promise intended by the managers who institute such programmes. This research programme, and the associated thesis, has recognised that organisational change is both enigmatic and paradoxical as it is a 'constant' feature of organisational life. The research has been directed towards understanding the paradoxical and enigmatic nature of organisational change by developing a Systemic Theory of Organisational Change (STOC) that is, itself, grounded in Critical Systems Thinking (CST). This STOC will provide a sound theoretical underpinning as a necessary feature of organisational learning that, in turn, will create the sufficient conditions for effective and sustainable organisational change. The research work has created an ontological and epistemological framework through which to understand the complex nature of organisational change. Additionally, the programme has attempted to explicitly incorporate the dynamic of time associated with change initiatives. Traditional approaches to managing organisational change have treated change in single event mode. This research has deliberately shown that change is a continuous process and must be dealt with as such if the output of a change programme is to be effective and sustainable. The thesis has explored the phenomena of change in some depth. It has been shown that change is complex in terms of the'ordee of change. Indeed, it has been argued, and demonstrated during the research, that, as a phenomena it comprises first, second, and third order change. First order change is associated with internal system change; second order change is associated with radical total system change; and third order change is destructive in nature. Having developed a systemic understanding of change, the thesis shows how this can be understood in terms of forms and paths of change using critical pluralist approaches. This led to the development of a Critical Pluralist Intervention Methodology (CPIM), grounded in the STOC, as meta-methodology designed to bring about first or second order change in organisational situations. Both the STOC and the CPIM were developed and tested in action research mode in five interventions in complex organisational change situations over a period of several years. This thesis claims to make contribution to the subject fields of organisational analysis and systems thinking.
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Hirekhan, Manjusha. "Organisational receptivity for change : a multilevel theory." Thesis, Aston University, 2017. http://publications.aston.ac.uk/37489/.
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The main theoretical contribution of this thesis is in the development and advancing of the organisational receptivity for change (ORC) theory adopting a multilevel perspective. Organisational change is a multilevel, multifaceted and complex phenomena which require cohesiveness of all levels for effective change implementation (Pettigrew et al., 1987; Butler, 2003). The ORC theory has been around for a decade, still, there is not much development on the original model (Bennett and Ferlie 1994; Butler 2003). Butler and Allen (2008) argue that receptivity factors are ‘higher order capabilities’ that organisations use to achieve intended strategic agendas. According to them higher the receptivity to change, the more flexible the organisation is to adapt to the environmental pressures. Emerging economies and high pace changing industrial sector provide best opportunities for advancing the theory and research on organisational change (Meyer and Gelbuda, 2006). Therefore, the research context of this thesis is the renewable energy sector in India. This study adopts a cross-sectional multilevel research design, and quantitative methods of analysis for the survey based primary data, to assess how organisational receptivity for change affects performance outcomes at different levels within an organisation. The three key findings of this thesis are: (1) ORC factors as higher order dynamic capability interact across the levels and have potential to affect performance outcomes at individual perception and behavior towards change (e.g., resistance to change), project and organisational level. (2) ORC as higher order dynamic capability acts as an antecedent, influences, and foster ambidexterity by enabling a firm to alter its capability based by negotiating the fit between existing and new organisational practices. (3) the key moderators/factors (HR power and competence, social climate and daily work context) act as a process, practices, activities and/or mechanism at various unit levels within an organisation that works effectively along with ORC factors to impact performance outcome variables (including employees response to change).
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Oliver, Christine. "Systemic reflexivity : building theory for organisational consultancy." Thesis, University of Bedfordshire, 2012. http://hdl.handle.net/10547/567099.
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This dissertation argues for the value of the concept of systemic reflexivity in sense making, orientation and action in systemic practice, and in organisational practice in particular. The concept emerges as a theme through the development of two specific strands of published work from 1992 to 2013, that of Coordinated Management of Meaning Theory (CMM) and Appreciative Inquiry (AI). Both lines of inquiry highlight the moral dimension of practitioners’ conceptualisation and practice. Systemic reflexivity alerts us to the opportunities and constraints system participants make for the system in focus, facilitating exploration of a system’s coherence, through a detailed framework for systemic thinking which links patterns of communication to their narratives of influence and narrative consequences. It provides the conditions for enabling individual and collective responsibility for the ways that communication shapes our social worlds. The concept is illustrated in practice through a range of case studies within the published works.
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Palmer, Tom G. "A cosmopolitan theory of justice." Thesis, University of Oxford, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.326967.
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McWhite, Shireen. "Effect of transformational leadership on intention to quit as mediated by justice, trust and perceived support." Master's thesis, University of Cape Town, 2009. http://hdl.handle.net/11427/5836.
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Abu-Tayeh, B. K. "Organisational justice and work-related attitudes in selected commercial banks in Jordan." Thesis, University of Salford, 2007. http://usir.salford.ac.uk/26499/.
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This study investigated the relationship between employees’ perceptions of justice and work attitudes in relation to organisational structure in selected commercial banks in Jordan. Questionnaires and semi-structured interviews were employed. Data obtained from 308 participants of the questionnaires and 18 interviewees from ten commercial banks in Jordan suggested centralisation played a minor role in employees’ perceptions of justice and work related attitudes. Participation in decision making was not shown to shape employees’ perceptions of justice and work attitudes. Centralising authority related to performing employees’ own tasks (hierarchy of authority) increased employees’ perceptions of interactional justice and job satisfaction. Formalisation and standardisation accounted for greater perceptions of justice and higher levels of satisfaction with jobs and organisational commitment. Employees’ perceptions of distributive, procedural, and interactional justice increased the employees’ job satisfaction and organisational commitment. Irrespective of gender, tenure and age, employees perceived justice similarly. Managers, compared to subordinates, perceived higher levels of procedural and distributive justice. Employees from branches, compared to those from headquarters, reported greater perceptions of justice. The study showed that the more uncertain employees are and the more they seek to avoid ambiguous situations, the stronger the relationships among organisational structure, perceptions of justice, and work-related attitudes. Many of the conditions and reasons, whereby the effects of structural dimensions on perceptions of justice and work related attitudes were more possible, were identified. Similarly, many of the conditions whereby the effects of perceptions of justice on work attitudes were more possible were also identified. Among these conditions were uncertainty avoidance culture, risk avoidance, trust in managers, perceived bank support, and perceived managers’ support
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Grobler, Schalk Willem. "Organisational structure and Elliot Jaques' stratified systems theory." Unisa, 2005. http://hdl.handle.net/10500/146.
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Conduct an exploratory study on operationally focussed managers within a South African company, using both quantitative and qualitative analysis, to determine the correlation between the required and actual levels of complexity and time-span of control at specific hierarchical levelsOrganisational design needs to be in line with capabilities of the individual-inrole. The structure of an organization directly impacts the overall effectiveness and ultimately the success of such an organization and the number of layers required in any given hierarchy is a product of the organization’s mission (Jaques, 1989). Stratified Systems Theory (Jaques, 1989) defines work in seven strata based on a basis of decision-making complexity. The research presented here identifies a specific organisation’s current level of work based on complexity and the time-span of decision-making. Research was done in one specific geographical region of a company operating in the Supply Chain and Logistics industry in South Africa. Qualitative data collection was done by means of interviews with a defined sample group that provided an adequate cross-section of the main functions of the business, however, the sampling technique used may not provide results representative of the entire population. ii The Brunel Institute for Organisation and Social Studies’ (BIOSS) Matrix of Working Relationships was used as main basis for reporting results. The research indicates that the organisation is presently, according to Jaques Stratified Systems Theory (Jaques, 1989), operating at one level below their intended level that will allow them to effectively meet their longterm strategic objectives. The report identifies shortcomings in terms of the current capabilities of the individual-in-role and the actual work requirements, setting a foundation for further analysis of individual capabilities for effective organisational design.
Graduate School of Business Leadership
MBL
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George, Munique. "A study of investigating organisational justice perceptions and experiences of affirmative action in a learning and development organisation." Thesis, University of the Western Cape, 2011. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_5783_1320150285.
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There have been good arguments made for the development of aggressive affirmative action policies with the end goal of quickly moving black South Africans into corporate and high ranks within management of organisations. One of the central arguments in favour of aggressive AA policies is the risk of racial polarization post-apartheid should a quick fix not be initiated. It makes good business and economic sense for AA policies to be implemented as black consumers coupled with black managers will have the eventual end point of lower unemployment and crime, through job creation and security of the representative majority.
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Arvan, Marcus Samuel. "A Non-Ideal Theory of Justice." Diss., The University of Arizona, 2008. http://hdl.handle.net/10150/195992.
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This dissertation constructs a "non-ideal theory" of justice: a systematic theory of how to respond justly to injustice. Chapter 1 argues that contemporary political philosophy lacks a non-ideal theory of justice, and defends a variation of John Rawls' famous original position - the Non-Ideal Original Position - as a method with which to construct such a theory. Finally, Chapter 1 uses the Non-Ideal Original Position to argue for a Fundamental Principle of Non-Ideal Theory: a principle that requires injustices to be dealt with in whichever way will best satisfy the preferences of all relevant individuals, provided those individuals are all rational, adequately informed, broadly moral, and accept the correct "ideal theory" of fully just conditions. Chapter 2 then argues for the Principle of Application - an epistemic principle that represents the Fundamental Principle's satisfaction conditions in terms of the aims of actual or hypothetical reformist groups. Chapters 3-5 then use these two principles to argue for substantive views regarding global/international justice. Chapter 3 argues that the two principles establish a higher-order human right for all other human rights to promoted and protected in accordance with the two principles of non-ideal theory. Chapter 4 argues that the two principles defeasibly require the international community to tolerate unjust societies, provided those societies respect the most basic rights of individuals. Finally, Chapter 5 argues that the two principles imply a duty of the international community to ameliorate severe poverty, as well as a duty to implement "fair trade" practices in international economics.
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De, Pao Milena. "What s justice got to do with it? : the relationship between injustice at work and counterproductive work behaviour." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5855.
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Includes bibliographical references (leaves 42-50).This research study investigated the relationship between injustice at work and cunterproductive work behaviour (CWB). Participants consisted of 152 blue-collar workers from a national retail group consisting of six chain stores. The research was conducted in the Western Cape in two of these chain stores and comprised of an exploratory survey with Likert-type scales.
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Carvalho, Oliveira Joao Pedro F. F. "Power and organisational change : a case study." Thesis, University of Dundee, 2010. https://discovery.dundee.ac.uk/en/studentTheses/ee082d56-43de-4f97-abe6-d03824405a75.
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This thesis reports the results of a case study conducted in a Portuguese manufacturing organisation, a part of a large group, which endured profound organisational changes. The initial objective of the research was to explore, in a processual way, the long-term interactions between an Enterprise Resource Planning (ERP) system, the consultants that implemented it and management accounting and control, in this organisation. However, during the fieldwork, the researcher was confronted with an apparent puzzle: in the past, formally powerful ‘central’ actors had been confronted with important limitations – including in their relations with formally less powerful actors, particularly ‘local’ actors at the plant level. At the time of the fieldwork, however, the situation had substantially changed. The researcher was therefore confronted with a puzzle, which seemed to be about the distribution of power in the organisation, about who the powerful actors were and, more fundamentally, what caused (or limited) actors’ relational power. Three innovations introduced by central actors appeared to have played an important role in this fundamental change in the organisation and in the distribution of power within it. At stake were a technological innovation – the adoption of the financial module of an ERP system (SAP FI) – and two organisational innovations: the relocation of the Corporate Centre (CC); and the creation of a Shared Services Centre (SSC), in the same location of the group headquarters and of the Chairman and majority shareholder. Clegg’s (1989) framework of ‘Circuits of Power’, based on a Foucauldian and Actor-Network Theory (ANT) approach, was drawn upon as interpretive lenses to address the empirical puzzle about power. The researcher’s mobilisation of the framework facilitated the understanding of what caused (or limited) actors’ relational power, not only in the past but, particularly, at the time of the fieldwork, when the ongoing repercussions of the three innovations were taking place. Such in-depth understanding was constructed through a qualitative, interpretive and processual research, adopting the method of an explanatory case study combining both retrospective and longitudinal components. During the three-year’ fieldwork, 54 interviews with 29 respondents, lasting more than 90 hours, were supplemented by other information generating techniques, such as documentation analysis and observation of meetings, presentations and artefacts in numerous socio-technicalinteractions. The researcher’s interpretation of the case study insights highlighted that the previous power limitations perceived by the formally powerful, ‘central’ actors could be traced to characteristics of the circuit of social integration (rules of meaning and membership across the organisation, as interpreted, accepted and enacted by actors) and of the circuit of system integration (techniques of discipline and production). The three technical and organisational innovations – SAP FI, the CC and the SSC - introduced by central actors in the circuit of system integration (conceptualised, in ANT terms, as nonhuman and collective actors, respectively) had significant repercussions across the various circuits of power. These repercussions had a structural nature, since the innovations collectively succeeded in giving rise to a network of complementary, mutually dependent and mutually reinforcing Obligatory Passage Points. The emerging network of Obligatory Passage Points was essential in promoting the introduction, interpretation, acceptance and enactment of rules across the organisation as desired by central actors. This thesis proposes several contributions concerning the repercussions of the collective of innovations across the circuits of power. Some examples are embedding rules in technology (Volkoff et al., 2007) and organisational processes, redefining the scope of agencies, creating non-zero sum outcomes, and the emergence of the perception of control inevitability and naturalness within organisational normalcy. Collectively, these innovations promoted rules enactment (by both human and nonhuman actors) in ways that benefited the interests of central actors. In addition, this thesis proposes contributions related with the two theoretical frameworks and literatures framing the research. It proposes several refinements to Clegg’s (1989) framework, comprising changes in its graphical layout, linkages and even concepts. The second contribution is an ANT-inspired, OIE model of rule-based action. This model draws on Burns and Scapens’ (2000) macro structure and concepts, but it proposes additional structures and substantially different perspectives, mechanisms and even concepts. It adopts a wide definition of rules, also viewing them as internal structures orienting actors. Thus defined, rules underlie routines and fill a gap in routines-focused frameworks – in particular, when there are no established routines as regards particular issues.The model acknowledges intra-organisational diversity and focuses on the processes of introduction, interpretation, acceptance and enactment of rules. It also relates rules with material conditions, in particular since rules may be technologically and organisationally embedded. Finally, the model highlights that rules may be enacted by both human actors (individual and collective) and nonhuman actors. The model provides a novel way to conceptualise how actors’ interests may be achieved through the various intersections between rules and material conditions, and by the ultimate enactment of rules by both human and non-human actors.
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Connell, Michael F. "An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness." Thesis, Queensland University of Technology, 2016. https://eprints.qut.edu.au/99581/1/Michael_Connell_Thesis.pdf.
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In this thesis a new explanation is developed as to how corporations achieve specific effectiveness criteria through the harmonization of their financial and moral based goals. Findings are drawn from simultaneous case studies conducted over three years in two companies, one public and private. Based on the position that corporations are moral agents, a theoretical framework is developed and validated, which explains how effectiveness and goals are interrelated but separate constructs dependent on the common good of the organisation for their achievement. The thesis therefore provides a basis to understand how a corporation must not only do well but do good to be sustainable in modern society.
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Pisch, Frank. "Essays in international trade and organisational economics." Thesis, London School of Economics and Political Science (University of London), 2017. http://etheses.lse.ac.uk/3630/.
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This thesis contains three chapters that examine various facets of how the market and technological environment shapes firms – and how firms shape their environments. The first chapter studies how multinational manufacturing firms organise production in parallel processing supply chains. Using confidential data on international sourcing of French manufacturing firms and an instrumental variables strategy based on selfconstructed input-output tables, the chapter shows that inputs that account for a high cost share – i.e. that are more important for technological reasons – are more likely to be produced by a multinational for itself, while unimportant ones are outsourced to third parties. It provides additional empirical evidence that this main finding is consistent with a property rights model of the boundary of the firm. The second chapter produces empirical facts on how exogenous changes in tariffs on intermediate goods have affected vertical integration patterns in France over the period 1996-2006 and evaluates them in light of the current literature. Using a long differences approach and detailed information on supply relationships, it shows that more protectionist policies by other countries and by the EU discouraged integrated relationships from shifting towards outsourcing and that initial market structure mattered for the impact of trade policy. The third chapter provides rare causal evidence for the relevance of endowment driven comparative advantage. It uses the fracking boom in the US following 2006 as a source of exogenous variation in the endowment of natural gas – and therefore in energy: fracking made energy considerably cheaper in the US compared to the rest of the world. The chapter studies factor, output, and international trade responses across sectors. It finds that energy intensive sectors expand along all dimensions and, most importantly, export more, which validates one of the most important neo-classical theories of why countries trade with each other.
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Duffy, Carren. "A theory-driven evaluation of a wellness initiative." Master's thesis, University of Cape Town, 2009. http://hdl.handle.net/11427/5856.
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Araujo, Luis Miguel Palha Moreira de. "Inter-organisational relationships in industrial markets." Thesis, Lancaster University, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.254107.
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Weller, Stephen Adrian. "A study of organisational justice and participative workplace change in Australian higher education." Thesis, full-text, 2009. https://vuir.vu.edu.au/2028/.
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This thesis explores employee participation in the management of workplace change through an organisational justice framework within the context of the Australian Higher Education (HE) sector. The thesis examines the extent to which the Australian HE sector makes provisions for participative workplace change, the extent to which participants within the sector perceive participative workplace change as providing fairness, and practices that can facilitate and foster participative workplace change.
The provisions for participative workplace change are examined through a longitudinal study of enterprise bargaining agreements across all public universities in Australia for the period of 1997-2006. The research findings identify a decline in both the degree and form of employee participation in workplace change across this decade.
The perceptions of participative workplace change are examined through an altitudinal survey of management and union executives within all public universities in Australia. The research findings identify considerable divergence between management and union executives in relation to employee participation, workplace change and organisational justice.
The practices for participative workplace change are examined through twenty semi-structured interviews with management and union executives drawn from amongst the respondents to the attitudinal survey. The research findings identify areas of convergence around organisational justice dimensions and workplace change practices between management and union executives.
The thesis concludes that it is a combination of fair processes and fair interactions which are most effective in facilitating workplace change and fostering employee participation in the Australian HE sector and which in turn are seen to be able to contribute to shared perceptions of organisational justice.
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Weller, Stephen Adrian. "A study of organisational justice and participative workplace change in Australian higher education." full-text, 2009. http://eprints.vu.edu.au/2028/1/weller.pdf.
Full textAbstract:
This thesis explores employee participation in the management of workplace change through an organisational justice framework within the context of the Australian Higher Education (HE) sector. The thesis examines the extent to which the Australian HE sector makes provisions for participative workplace change, the extent to which participants within the sector perceive participative workplace change as providing fairness, and practices that can facilitate and foster participative workplace change. The provisions for participative workplace change are examined through a longitudinal study of enterprise bargaining agreements across all public universities in Australia for the period of 1997-2006. The research findings identify a decline in both the degree and form of employee participation in workplace change across this decade. The perceptions of participative workplace change are examined through an altitudinal survey of management and union executives within all public universities in Australia. The research findings identify considerable divergence between management and union executives in relation to employee participation, workplace change and organisational justice. The practices for participative workplace change are examined through twenty semi-structured interviews with management and union executives drawn from amongst the respondents to the attitudinal survey. The research findings identify areas of convergence around organisational justice dimensions and workplace change practices between management and union executives. The thesis concludes that it is a combination of fair processes and fair interactions which are most effective in facilitating workplace change and fostering employee participation in the Australian HE sector and which in turn are seen to be able to contribute to shared perceptions of organisational justice.
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Pastor, Lorna Valencia. "The relationship between organisational citizenship behaviour and perceptions of organisational justice at a selected automotive component manufacturer in the Western Cape." Thesis, Cape Peninsula University of Technology, 2012. http://hdl.handle.net/20.500.11838/977.
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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2012Organisational citizenship behaviour (OCB) is discretionary behaviour of employees that display altruism, courtesy, conscientiousness and loyalty towards co-workers and the organisation. OCB is important, since it promotes efficient and effective functioning of the organisation (Organ, 1988: 4). Research suggests that OCB is related to perceptions of organisational justice (OJ). OJ refers to fairness of decision making processes in the workplace, employees’ perceptions, and the influence of OJ on workplace behaviour. Perceived fairness determines the extent of employees’ OCB contributions to the organisation. OCB may be increased if employee perceptions of OJ are improved (Moorman, 1991: 845). Anecdotal evidence suggests that many workers at the research site (Company A) display negative OCB, hence identifying a need for this study. The main objective of the study was to determine employee perceptions of OJ, levels of OCB, and to test the nature of the relationship between perceptions of OJ and OCB at Company A. Employees at Company A (N=130) were surveyed regarding their perceptions of OJ and their willingness to display OCB. Cross sectional, quantitative data was collected in a paper based survey, by using existing instruments that were formulated from validated standardised questionnaires to measure OJ and OCB. Responses were analysed, and the results of the study showed that certain components of OJ are related to OCB at Company A. Understanding the effect that management practices have on perceptions of OJ will enable management at Company A to improve interaction with employees in an effort to improve employees’ perceptions of fairness. This should enhance employee/management relations, encourage more citizenship behaviour from employees, and ultimately benefit the organisation.
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Pulker, Stephanie. "Predicting academic dishonesty using the theory of planned behaviour." Master's thesis, University of Cape Town, 2012. http://hdl.handle.net/11427/11978.
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Includes abstract.Includes bibliographical references.
This study investigates academic dishonesty among undergraduate commerce students using the Theory of Planned Behaviour (TPB). A total of 579 respondents from three tertiary institutions in the Western Cape in South Africa completed an online survey about their attitudes, subjective norms, perceived behavioural control towards academic dishonesty, their intentions to engage in academic dishonesty behaviours and their previous academic dishonesty behaviour. Correlation analyses indicated significant, positive relationships between all of the antecedents of the TPB.
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Hendricks, Kenrick. "Theory evaluation of the touchline media employee induction programme." Master's thesis, University of Cape Town, 2009. http://hdl.handle.net/11427/8926.
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Includes bibliographical references (leaves 39-41).This is a theory evaluation of the Touchline Media (TLM) employee induction programme. Organisations use induction training as part of the new employee welcoming process, making it one of the most common types of organisational training programmes (Klein & Weaver, 2000). Employees who have participated in structured induction programmes are 69% more likely to stay with their chosen organisation than compared to employees who did not receive a similar programme (Brodie, 2006). Ideal induction programmes with appropriate content, process, support and follow-up components have universally been shown to improve employee retention and identification. The one-day TLM induction programme is set in a media and magazine production environment that is very fast paced and deadline driven. It was constructed as a means of ensuring that the organisation's legal obligation surrounding employee induction was fulfilled by informing new employees of their specific job requirements, performance standards and company policies. There are three evaluation questions that are addressed in this evaluation: Evaluation question 1: Does the HRM's programme theory work for the recipients? In other words, are they aware that the outcome of the induction programme should be fulfilling a legal obligation? Evaluation question 2: Would the original induction programme lead, by default, to identification with the employer and staff retention? This evaluation question was included, as it was assumed that the programme activities might have unintended consequences like identification and retention. Evaluation question 3: If the original programme theory is changed (based on existing literature regarding induction programmes) would it lead to an improved design and in the end, to a more effective programme? Data was collected from programme participants using a ten item questionnaire. Questionnaire items were included by the evaluators to test three factors (Legal Obligation, Retention and Identification), with responses in a five-point Likert format. No statistically significant differences in the mean scores for Legal Obligation, Retention and Identification for the three groups of programme attendees (Group 1: New employees with first month induction attendance; Group 2: New employees with later induction attendance; Group 3: Long-serving employees with later induction attendance) were found. This is an indication that the TLM induction programme did not lead to the outcomes of Legal Obligation, Retention or Identification. The main suggestions for improvement were presented according to the four universal components that make up a well organised induction programme, namely content, support, follow-up and process (D' Aurizio, 2007).
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Zikhali, Whitehead. "Women in organisational management in Zimbabwe: theory and practice." Thesis, University of Fort Hare, 2009. http://hdl.handle.net/10353/d1001185.
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The study was premised on the truism that men have historically served in higher echelons of organizational management structures and women are under-represented. The principal objective was to explore the constraints faced by women in accessing higher leadership and senior management positions in public, private and non-governmental organisations in Zimbabwe. This study adopted the triangulation method, that is, qualitative and quantitative approaches. These mixed research methods, were upgraded by the feminist research methodologies, thereby making a contribution in the field of research. The study found out that the constraints that mostly hinder women from accessing leadership and senior management positions in public, private and NGOs were cultural practices, which represent levels of power and control that in turn hinder reforms; and women's socialisation into feminised roles. The study also found out that in most organisations, most females work under male leadership, and this traditional organisational culture, needs to be deconstructed and reversed in order to achieve gender equality. The study recommended for a human centric and integrated organizational management strategy for public, private and NGOs in Zimbabwe. The adoption of a human centric and integrated management approach should aim at gender equity and reduce women's under-representation. A human centred organizational culture has to be practiced, that would create organisational ethos that guide organizational management. An integrated organizational management approach should integrate all systems and processes into one complete framework, enabling people to work as a single unit, unified by organizational goals, shared vision and common values. The system should depend on a balanced mix of the masculine and feminine attributes. The approach should put its weight towards adoption of measures to attract, advance and empower women so as to benefit from their qualifications, experience and talent in a highly competitive environment.
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Seifert, Claudia, and n/a. "The genesis of organisational crisis : a theory-building approach." University of Otago. Department of Management, 2007. http://adt.otago.ac.nz./public/adt-NZDU20070608.100146.
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The aim of this thesis is to improve our understanding of the causes of organisational crisis. As crisis genesis research is still in its infancy, the main objective is to develop a theoretical framework that is well-grounded in data of crisis-causal processes.
The first part of the literature review examines the need for crisis-causal research and comes to the following conclusions: Crises are significant phenomena for organisations. During crises, a company�s survival is threatened and its central functions are deeply affected. Although interest in crisis research developed strongly over the last decade, the field is still in a pre-paradigmatic stage that requires an inductive logic of inquiry. In addition, the majority of research in this field is focused on the consequences of crises. This preponderance towards crisis consequences leaves crisis-causal research under-theorised. Hence, theory-building on the genesis of organisational crisis represents an important gap that needs to be addressed.
The second part of the literature review presents the small field of extant causal research on crises as well as on crisis-related phenomena such as disasters. Insights of these studies are used to pre-specify potentially relevant constructs as well as to develop methodological implications for the subsequent theory-building task.
In this thesis a case study methodology is employed. Four cases of crisis-causal processes in large U.S. public companies were examined in-depth. Firstly, a within-case analysis was conducted. Secondly, the results of each case were compared in an across-case analysis. For both analyses, four analytical strategies were employed, namely a quantification strategy, a narrative strategy, a visual mapping strategy and, most importantly, a grounded theory strategy.
The results of the analysis are five well-grounded constructs that aim to explain the crisis-causal process common across cases. These constructs are the building blocks for two theoretical frameworks developed in this thesis. While the first framework presents a simple graphic depiction of these constructs, the second framework demonstrates how these constructs are linked. In general, the results suggest that a crisis is caused by a combination of company-specific factors and underlying dynamics that evolve through three distinct phases in an exponential fashion: a phase of stability (pre-crisis stage), a phase of increasing instability (crisis onset) and a phase of resolution (crisis and its aftermath). By setting up positive feedback loops that continually magnify the severity of problems generated by events, a self-reinforcing vicious cycle is established that increases the onset of crisis at an exponentional rate.
The results suggest that a crisis unfolds due to a problem structure which becomes increasingly intractable. This is accompanied by an increasing number of events that the organisation needs to deal with as it approaches the crisis point. In addition, three underlying dynamics were identified as crisis-contributing factors: a process of increasing denial, a process of decreasing degrees of freedom and a process of decreasing support of key players.
The thesis closes with a summary and discussion of the results. It is illustrated to what extent the theory developed in this work links to concurring and conflicting findings of the extant body of crisis knowledge.
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Andriopoulos, Constantine A. "Mind stretching : a grounded theory for enhancing organisational creativity." Thesis, University of Strathclyde, 2000. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21175.
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This doctoral thesis establishes an initial understanding, by providing an insight, on the way employees' creativity can be enhanced. Specifically, the primary focus of this study is to explain the different ways through which creative organisations mobilise creativity within the workplace environment. The findings of this research revealed the emergent substantive process of mind stretching. The process of mind stretching is about developing the conditions where creative individuals can extend their creative potential within project based environments. This substantive theory has emerged through the study of organisational behaviour of creative professionals within three organisations, namely a corporate identity consultancy, a multidisciplinary design consultancy and an architectural firm. Mind stretching has two sub-core variables, "perpetual challenging" and "confidence building". Perpetual challenging encompasses the processes that creative organisations use in order to enhance employees' internal drive to perceive every project as a new creative challenge. Confidence building refers to the ways through which creative organisations assist their employees to build a belief in themselves. Each of the aforementioned sub-core variables has categories which explain the way the theory works within its context. The emergence of the theory of "Mind Stretching" was made possible by using the orthodox grounded theory method. The researcher followed specific stages of analysis and synthesis of data. After having identified the basic social process of mind stretching, it was then compared with the existing bodies of literature. The mind stretching theory provides an original perspective into the behaviour of the people under investigation. It provides an integrated conceptual explanation of the different ways adopted by creative organisations to mobilise creativity within their workplace environment. Furthermore, as with all grounded theory studies conducted in organisational settings,the mind stretching theory can be considered as methodologically original since it provides a holistic and in-depth insight into current business practices. Keywords: Creativity, Innovation, Grounded theory, Employees, Organisational culture.
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Nica, Melania. "Essays in organisational economics." Thesis, London School of Economics and Political Science (University of London), 2014. http://etheses.lse.ac.uk/955/.
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This thesis consists of three chapters. The first two chapters explore the effect of career concerns on communication by multiple experts. The third chapter addresses corporate governance as a double layered moral hazard. The first two chapters relate to a model where a decision maker acts over two periods on the advice of two imperfectly informed experts. Both experts are possibly biased, but in opposite directions. The decision maker can only rely on the experts' reports to determine a course of action, as he never observes the true state of the economy. I show that the experts may report in the opposite direction of their possible bias not only for reputational reasons, but also as a strategic response to the possibility of misreporting by their counterpart. This model also provides a new justification for conformity: an expert might send the same message as the other, not in order to look similar, but to distinguish herself. This is done by inviting comparison to the reliability of the other expert. I also show that a decision maker could discipline both experts to disclose their information by making one value the future more. Also, an expert might be made to tell the truth by being paired with another with high initial reputation. However, negative outcomes still persist, such as the possibility that unbiased experts end up misreporting their signals in order to disavow their perceived predisposition. In the third chapter I study self-dealing in organizations where investors are aware of the existence of different participants in a project. The model involves two-layers of moral hazard, where a manager acts simultaneously as an agent to an investor and as a principal to the employees of the firm. The manager's role is to determine the allocation of the uncontractible resources at his discretion. The optimal executive compensation offered by the investor takes into account the ease with which the employees exert effort and the trade-offs that arise in the process of committing resources.
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Jansen, Van Vuuren Henk Riaan. "The influence of procedural, distributive and interactional justice on organisational citizenship behaviour among employees at the SAPS academy, Paarl." Thesis, Vaal University of Technology, 2016. http://hdl.handle.net/10352/455.
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M. Tech. (Department of Business Administration, Faculty of Management Sciences), Vaal University of TechnologyKeywords: organisational justice, procedural justice, distributive justice, interactional justice, organisational citizenship behaviour. The purpose of this study is to investigate employees’ perceptions of organisational justice and their effects on organisational citizenship behaviour. This study advocates that the way employees perceive organisational justice affects their organisational citizenship behaviour in their current organisation. The fact that employees play a central role in the realisation of an organisation’s goals makes it critical for any organisation to have employees who are willing to go beyond what is required of them. In this study, a quantitative research paradigm and an exploratory research method were used to investigate a sample size of 226 employees working at the SAPS Academy, Paarl. In order to minimise the study bias, systematic sampling was used to ensure that the sample accurately reflected the larger population (N=457). Data were collected with the aid of a structured questionnaire and the results of the correlation analysis revealed that all three dimensions of organisational justice are significantly and positively related to organisational citizenship behaviour. Organisational justice also showed a strong predictive relationship with organisational citizenship behaviour. Based on the findings of the empirical survey, it was revealed that if organisational justice practices are implemented appropriately, employees holding key positions may be likely to display more organisational citizenship behaviours. Therefore, it was recommended that, to address negative perceptions of organisational justice, a strategy should be formulated to ensure that employees are treated fairly in terms of the dimensions of organisational justice. It was also recommended that when developing and implementing such a strategy, barriers should be addressed that could: influence the availability of accurate and complete information for decision making; and influence the dissemination of information pertaining to job decisions. It is further recommended that rewards programmes be reviewed to ensure that employees will experience fairness when comparing their own payoffs with those of fellow employees and perceive just distributive justice practices. vii The study concludes by recommending that a “Code of good practice – communication policy” be developed that would enable the displaying of social sensitivity and dignified, respectful and acceptable behaviour by employees in a managerial position towards their subordinates. The findings and recommendations of this study are important to employers as they provide crucial information regarding the types of activities organisations could engage in for employees to consider them as acceptable organisational justice practices. Such involvement in acceptable organisational justice activities can improve employees’ organisational citizenship behaviour and reinforce effective and efficient service delivery in their current organisation. The implications for future research indicate that a comparative study testing the differences between different groups based on certain biographical traits, such as gender, marital status, age, educational level, income and length of service in the South African Police Service, is advisable as it would assist in determining how such biographical traits might influence the various dimensions of organisational justice. Furthermore, the study could also be expanded to include a broader national sample within the Division: Human Resource Development and other divisions within the South African Police Service.
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Hwang, Hye-ran. "Organisational capabilities and organisational rigidities of Korean chaebol : case studies of semiconductor (dram) and personal computer (PC) products." Thesis, University of Sussex, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.262715.
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Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation." University of Western Australia. Graduate School of Management, 2005. http://theses.library.uwa.edu.au/adt-WU2005.0105.
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Gill, Leanne Margaret. "Building organisational capability." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16234/1/Leanne_Gill_Thesis.pdf.
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Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC).
This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability.
Three research questions emerge from the literature and the Model:
*How do organisations define their Strategic Intent Domain?
*How can organisations define their Core OCs?
*How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers?
These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
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Gill, Leanne Margaret. "Building organisational capability." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16234/.
Full textAbstract:
Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC). This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability. Three research questions emerge from the literature and the Model: *How do organisations define their Strategic Intent Domain? *How can organisations define their Core OCs? *How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers? These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
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Gird, Anthony. "The theory of planned behaviour as predictor of entrepreneurial intent." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5861.
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Woodard, Christopher. "Justice, responsibility, and acquiescence." Thesis, University of Warwick, 1997. http://wrap.warwick.ac.uk/71249/.
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This thesis investigates the relationship between the concepts of justice and responsibility. It is important to decide what the relationship is, because the details of a theory of justice will depend on it. Four possible views of the relationship are outlined, and arguments are canvassed for and against one of them, which I call naturalism. Naturalism is appealing because it offers to make theories of justice independent of troubling agency-implicating judgements. But I argue that naturalism is false, because political argument, including theories of justice, cannot do without such judgements. They play an essential role in determining which range of possible actions or arrangements is relevant to a political argument. The argument against naturalism is in two parts. The first part analyses the concept of benefit, underlining the feature of that concept which makes agency-implicating judgements necessary for those who employ it. This first anti-naturalist argument is directed to arguments in ideal theory, in Rawls's sense of that term. The second part of the argument against naturalism is directed to deliberative arguments. Naturalism is, I claim, a much more plausible doctrine if it is understood to apply to such arguments in particular. But I argue that it is nevertheless false, because it leaves us unable to account for some of the reasons persons have for resisting acquiescence. Discussion of the rationality of acquiescence leads into discussion of the nature of deliberation. I argue that a feature of some consequentialist models of deliberation, which I call the hard-nosed view, must be rejected. I end with a comparison of the resulting view with Kant's ethics, and some variant forms of consequentialism.
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Visser, Schalk W. J. "The mediating effect of organisational justice mechanisms on the relationship between leadership and trust." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/80423.
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The focus of this research was to build on existing literature of leadership, organisational
justice mechanisms and trust. This was done through specific focus on how different
kinds of leadership styles, transformational leadership and transactional leadership,
effects different types of trust, being affect-based trust and cognition-based trust, as
mediated by organisational justice mechanisms, being distributive justice, procedural
justice and interactional justice.
To investigate these complex relationships, and given the number of latent constructs
proposed, the statistical technique used in this research was partial leased squares
structural equation modelling (PLS-SEM). This enabled the researcher to evaluate the
strength and significance of relationships in this complex model.
Findings showed that distributive justice and procedural justice had no significant
mediating effect between leadership style, being transformational leadership and
transactional leadership, and the components of trust, being affect-based trust and
cognition-based trust. However, it was found that interactional justice had a significant
positive mediating effect between transactional leadership and the components of trust,
being affect-based trust and cognition-based trust, but not for transformational
leadership.
Given the context of the study, these findings further support the notion that it is the
responsibility of leaders in an organisation to communicate effectively, clearly and
transparently to their followers at all times and, in doing so, increase the level of
perceived fairness which will then result in trust being built within the organisation. This
in turn will allow employees to put themselves in positions of vulnerability, with the
expectation that positive outcomes will be achieved.Mini Dissertation (MPhil)--University of Pretoria, 2020.
Gordon Institute of Business Science (GIBS)
MPhil
Unrestricted
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Lytle, Daniel J. "Decision Making in Criminal Justice Revisited: Toward a General Theory of Criminal Justice." University of Cincinnati / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1367927805.
Full text
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Älverdal, Johan, Fredrik Skild, and Men Thai. "Inter-organisational Application Integration : Developing Guidelines Using Multi Grounded Theory." Thesis, Jönköping University, Jönköping International Business School, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-283.
Full textAbstract:
Background: Information technology (IT) has drastically changed the traditional way to do business. In theory,
coordinating information sharing among organisational partners offers notable advantages through cost savings,
productivity, improved decision making, and better customer service. Supported by modern information technology,
business processes can change and be developed into new more effective forms, both internally and externally.
However, as IT facilitates new business opportunities, it requires a steady flow of information and information
exchange, both within intra- and inter-organisational contexts where a consensus on terms and definitions
coordinating the uniform communication is vital.
Purpose: With the focal point on inter-organisational information exchange, the purpose of the thesis is to define
a set of guidelines for AI that can be used and adjusted according to the needs of a specific situation or context.
Method: The thesis was carried out with a Multi Grounded Theory approach. Interviews were conducted at a local
IT-company and with an associate professor of Informatics at Jönköping International Business School.
Results: Five categories were discovered which impact AI: integration governance, project management, context, integration
content, and testing. The result also implied the importance to distinguish between an operational and strategic level
when working with Application Integration.
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Skild, Fredrik, Men Thai, and Johan Älverdal. "Inter-organisational Application Integration : Developing Guidelines Using Multi Grounded Theory." Thesis, Jönköping University, JIBS, Business Informatics, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-641.
Full textAbstract:
Background: Information technology (IT) has drastically changed the traditional way to do business. In theory, coordinating information sharing among organisational partners offers notable advantages through cost savings, productivity, improved decision making, and better customer service. Supported by modern information technology, business processes can change and be developed into new more effective forms, both internally and externally. However, as IT facilitates new business opportunities, it requires a steady flow of information and information exchange, both within intra- and inter-organisational contexts where a consensus on terms and definitions coordinating the uniform communication is vital.
Purpose: With the focal point on inter-organisational information exchange, the purpose of the thesis is to define a set of guidelines for AI that can be used and adjusted according to the needs of a specific situation or context.
Method: The thesis was carried out with a Multi Grounded Theory approach. Interviews were conducted at a local IT-company and with an associate professor of Informatics at Jönköping International Business School.
Results: Five categories were discovered which impact AI: integration governance, project management, context, integration content, and testing. The result also implied the importance to distinguish between an operational and strategic level when working with Application Integration.
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McCafferty, Sara. "Managing change : using organisational change theory to understand organisational responses to health policy : a case study in commissioning." Thesis, University of Newcastle upon Tyne, 2014. http://hdl.handle.net/10443/2462.
Full textAbstract:
Background : The NHS in England has been subject to numerous reforms and changes in health policy since its inception in 1948. Such changes often mean that organisational strategies are halted, diverted or otherwise prevented from being completed. To date research in health care settings has considered change in a broad context but there has been limited research which focuses on how organisations respond and adapt to changes in health policy specifically. The objective of this research is to explore how existent change management literature and models can be used to understand how organisations respond to changes in health policy. Methods : In 2010 the White Paper ‘Equity and Excellence Liberating the NHS’ was released. The paper, which proposed ambitious and widespread reform to the NHS, was met with significant resistance and experienced a protracted passage through Parliament. This research utilised the changing policy landscape to conduct a natural experiment, using a commissioning organisation as a case study, to understand responses to these policy changes. The eight factors of receptivity model was used as a medium to explore organisational receptivity to NHS policy changes. Results : A synthesis of the results is presented in the form of a new model to guide organisations in developing receptivity to change. The model identifies four key factors influencing the organisation’s ability to respond to policy change policy system management, organisational context and change agenda and locale. Conclusions : Receptivity to policy change in the NHS is influenced by different factors than traditional management induced change or organic organisational change. Implications : for policy makers have been drawn from this research which includes the need to develop coherent policy with clearly articulated vision, the requirement to manage national political culture, the importance of tackling system issues, and the need for careful management during transitions to avoid loss of valuable skills and expertise.
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CIOTOLA, MARCELLO RAPOSO. "RELATIVISM, UNIVERSALISM AND DISTRIBUTIVE JUSTICE. A STUDY CONCERNING THE THEORY OF COMPLEX EQUALITY AND THE THEORY OF JUSTICE AS FAIRNESS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2005. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6220@1.
Full textAbstract:
PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIROA presente tese de doutorado realiza um estudo comparativo, no âmbito da teoria da justiça, envolvendo a teoria da igualdade complexa, formulada por Michael Walzer, autor inserido no rol dos comunitaristas, e a teoria da justiça como imparcialidade, formulada por John Rawls, autor inserido no rol dos liberais. Trata-se, portanto, de um estudo comparativo de autores baseado na categoria da justiça distributiva, conceito cuja formulação original remonta ao pensamento aristotélico. A tese - que contém elementos de filosofia moral, filosofia política e filosofia do direito - tem por objetivo verificar se a teoria da igualdade complexa, com sua metodologia particularista e seus princípios internos de distribuição, possibilita, como apregoa Michael Walzer, a crítica social ou se, de outra forma, esta crítica deve estar associada a uma moral universalista, como, por exemplo, a que nos é fornecida pelo modelo rawlsiano.
The present doctorate thesis aims to make a comparative study, in the context of the theory of justice, involving the theory of complex equality, formulated by Michael Walzer, author inserted in the communitarians` list, and the theory of justice as fairness, formulated by John Rawls, author inserted in the liberals` list. It`s about, therefore, a comparative study of authors based on the category of distributive justice, whose concept was originally formulated by the aristotelic thought. The thesis - that contains elements of moral philosophy, political philosophy and philosophy of law - aims to verify if the theory of complex equality, with its particularistic methodology and its internal principles of distribution, makes possible, as well as Michael Walzer proclaims, the social criticism or if, on the other hand, this criticism has to be associated to an universalistic moral, as, for example, that one provided by the rawlsian model.