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Gray, Roderic John. "Organisational climate and project success". Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.264984.
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Van, der Merwe Izak Petrus. "Organisational climate: variance across functional units". Master's thesis, University of Cape Town, 1987. http://hdl.handle.net/11427/18481.
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The main objective of this research was to determine whether functional units (departments) in an industrial organization differed significantly with respect to their experience of the organizational climate. Two approaches to organizational theory were drawn from, namely, the systems and contingency approaches. Both emphasize the importance of the task environment and the need for the organization to adapt to its task environment. Systems theorists, Katz and Kahn (1978), have identified a number of organizational components or subsystems which enable the organization to function efficiently. Each component has a fairly specialized function; each develops a distinctive nucleus of operating procedures and values. Contingency theorists, Lawrence and Lorsch (1967, 1969), stated that different parts of the organization face different environments. Organizations therefore tend to become internally segmented into functional units. Organizational climate was highlighted as the general notion specifying the organizational identity or self-awareness of the organization; however, it may vary within the organization from work group to work group. The total number of 54 white employees in four units: marketing, personnel/public affairs, finance and production, at all levels - general employees, supervisory/foremen, middle management, senior management - completed a measure of their perceptions of the organizational climate of their individual units. The Organizational Climate Index for Profit Organizations developed by De Cock, Bouwen, de Witte and de Visch (1984), was used. The scale requires a forced choice on a scale with a scoring pattern of 4,3,2,1. Total scores on each of the 6 climate scales, grouped into 20 subscales, were obtained for each functional unit. One-way analysis of variance (the Kruskal-Wallis Test) was used for assessing the significance of differences between the four units on the different climate subscales. The results of the study supported the hypothesis that had been formulated. It was concluded that significant differences exist between the functional units marketing, personnel/public affairs, finance and production of the industrial organization concerned, with respect to the climate dimensions. It was concluded that, in order to achieve maximum integration between functional units and their members in an organization, business will need to concern itself with the differences in expression of human behaviour and motivation in units.
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Williams, David Gordon Spencer. "Organisational climate and performance : an empirical investigation". Thesis, University of Surrey, 1998. http://epubs.surrey.ac.uk/725/.
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Hamblett, Joyce Marion. "Organisational climate : perspectives on a problematic concept". Thesis, University College London (University of London), 1991. http://discovery.ucl.ac.uk/10020193/.
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It is generally accepted that organisations have their own tone or atmosphere whose subtle qualities may be intuitively recognised or felt. In an organisational model the technical term, organisational climate, defines these qualities more precisely so their effects upon organisational participants can be investigated. In school organisations, "school climate", "ethos" and "culture" have been used as synonyms to identify differences assumed to be important for teachers, pupils and parents. Unfortunately, conceptual ambiguity has pervaded climate research for positivist operational definitions appear to have taken precedence over considerations of construct validity. Organisations have been assumed to have one climate which is differentially perceived, and perceptual measurement techniques have been used to identify underlying dimensions. Within this framework, competing assumptions of different researchers have obscured agreement about the nature of climate variables. There has been scant concern for the construct's factorial stability. Conflicting findings which have been difficult to generalise or relate to school effects, have resulted in conceptual confusion. The possibility that organisations may possess multiple climates has hardly been considered. Nor have studies investigated climate as a symbolic construct related to meanings and feelings held by individuals. The present study argues traditional assumptions are too global for the construct to be useful as a focus of research. A qualitative analysis is applied to investigate the extent to which climate as an individual, personal construct can be translated into a global construct of shared meanings at organisational level. Semi-structured interviews are conducted with the head teachers and teachers from two secondary schools. Meanings and feelings about organisational interaction are categorised into hierarchical networks representing emergent organisational-level characteristics. Data interpretation is further supported by quantified data of card-sort and questionnaires from 18 INSET teachers and 37 headteachers in different secondary schools. Results suggest teachers but not head teachers, distinguish between meanings of "organisational climate", "ethos" and "school climate". Their different viewpoints have implications for school management practices.
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Martin, Angela Jayne, i n/a. "Employee Adjustment During Organisational Change: The Role of Climate, Organisational Level and Occupation". Griffith University. School of Applied Psychology (Health), 2002. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20031003.090413.
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The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ in their perceptions of climate and levels of adjustment indicators during change was investigated. The research also aimed to inform diagnostic processes within organisational change management by examining the applied value of the empirical findings of each of the studies. The first two studies were empirical tests of a theoretical model of employee adjustment. Study 1 tested a model of employee adjustment to organisational change that examined employee well-being and job satisfaction as outcomes of positive adjustment during change. Firstly, pilot interviews with 67 hospital employees enabled salient aspects of the organisational climate that may facilitate adjustment during organisational change to be confirmed. Next, 779 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence that supported the majority of theoretical predictions. Overall, the final model showed that employees who had positive perceptions about employee relations within the hospital, strong beliefs about the quality of patient care, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). A particularly influential variable in the model was the effectiveness of employee relations within the organisation. Study 2 tested a model of employee adjustment to organisational change which examined organisational commitment, turnover intentions and absenteeism as outcomes of positive adjustment during change. Firstly, as in Study 1, pilot interviews with 20 state public sector employees enabled salient elements of the organisational climate that may function as resources for coping with organisational change to be confirmed. Next, 877 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Like Study 1, confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence which supported most of the theoretical predictions. Overall, the final model showed that employees who had positive perceptions about customer service, believed that their leaders communicated a vision for the organisation, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). The extent to which leaders exhibited a vision for the organisation emerged as an important predictor in the model. Together, the results of studies 1 and 2 provided evidence that organisational climate variables are important predictors of the way employees appraise and respond to organisation change. The next two studies presented were focused on group differences in the model variables from studies 1 and 2. Study 3 investigated group differences in perceptions of climate and levels of adjustment during organisational change as a function of an employee's organisational level. The pilot interviews revealed that an employee's organisational level was the most salient source of sub-group identification in the climate of a public sector department. Survey data from study 2 were analysed using Multivariate Analysis of Variance (MANOVA). The responses of 669 public sector employees were grouped into 3 categories: lower, middle and upper level employees. Results revealed that upper level staff reported higher levels of adjustment during change, across a range of indicators. Study 4 investigated occupational group and organisational level differences in perceptions of climate and levels of adjustment during organisational change. The pilot interviews in this organisation revealed that it was an employee's occupational group membership that provided the most salient group delineator in the hospital climate. Survey data from Study 1 were analysed using MANOVA. The responses of 732 hospital employees were grouped into 4 major occupational categories: medical, nursing, allied health and non-clinical staff. Participants were also grouped on the basis of whether they occupied a management or non-management position. Results revealed statistically significant differences between groups and an interaction between occupation and level. Non-clinical staff were less well adjusted during change than other occupational groups. Managers appraised change as more stressful than non-managers, but felt more in control of the situation. Together, the results of Studies 3 and 4 highlighted the importance of examining employee perceptions at the sub-group level when implementing change and indicated the need for interventions to be targeted at the sub-group level. Overall, the research reported in this dissertation extended a theoretical model of employee adjustment to change and improved the application of the model. This outcome was achieved by investigating the role of environmental coping resources drawn from the organisational climate in improving employee adjustment during change and the degree to which groups differed in their perceptions of these variables. Climate and change appraisal factors were linked with a range of important individual/organisational outcomes such as employee well-being, job satisfaction, organisational commitment, turnover intentions and absenteeism. Differences in perceptions of climate and levels of adjustment during change were also observed at the organisational sub-group level. The findings of the research have implications for the effective management of organisational change. Change should be implemented in conjunction with ongoing organisational development processes involving diagnostic research that identifies the elements of climate that employees draw upon for support in the process of adjustment. Interventions should be based on improving and strengthening these resources. Diagnostic processes should also pay attention to the salient groupings of staff within an organisation so that interventions can be targeted specifically to relevant sub-groups.
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Martin, Angela. "Employee Adjustment During Organisational Change: The Role of Climate, Organisational Level and Occupation". Thesis, Griffith University, 2002. http://hdl.handle.net/10072/367952.
Pełny tekst źródłaStreszczenie:
The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ in their perceptions of climate and levels of adjustment indicators during change was investigated. The research also aimed to inform diagnostic processes within organisational change management by examining the applied value of the empirical findings of each of the studies. The first two studies were empirical tests of a theoretical model of employee adjustment. Study 1 tested a model of employee adjustment to organisational change that examined employee well-being and job satisfaction as outcomes of positive adjustment during change. Firstly, pilot interviews with 67 hospital employees enabled salient aspects of the organisational climate that may facilitate adjustment during organisational change to be confirmed. Next, 779 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence that supported the majority of theoretical predictions. Overall, the final model showed that employees who had positive perceptions about employee relations within the hospital, strong beliefs about the quality of patient care, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). A particularly influential variable in the model was the effectiveness of employee relations within the organisation. Study 2 tested a model of employee adjustment to organisational change which examined organisational commitment, turnover intentions and absenteeism as outcomes of positive adjustment during change. Firstly, as in Study 1, pilot interviews with 20 state public sector employees enabled salient elements of the organisational climate that may function as resources for coping with organisational change to be confirmed. Next, 877 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Like Study 1, confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence which supported most of the theoretical predictions. Overall, the final model showed that employees who had positive perceptions about customer service, believed that their leaders communicated a vision for the organisation, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). The extent to which leaders exhibited a vision for the organisation emerged as an important predictor in the model. Together, the results of studies 1 and 2 provided evidence that organisational climate variables are important predictors of the way employees appraise and respond to organisation change. The next two studies presented were focused on group differences in the model variables from studies 1 and 2. Study 3 investigated group differences in perceptions of climate and levels of adjustment during organisational change as a function of an employee's organisational level. The pilot interviews revealed that an employee's organisational level was the most salient source of sub-group identification in the climate of a public sector department. Survey data from study 2 were analysed using Multivariate Analysis of Variance (MANOVA). The responses of 669 public sector employees were grouped into 3 categories: lower, middle and upper level employees. Results revealed that upper level staff reported higher levels of adjustment during change, across a range of indicators. Study 4 investigated occupational group and organisational level differences in perceptions of climate and levels of adjustment during organisational change. The pilot interviews in this organisation revealed that it was an employee's occupational group membership that provided the most salient group delineator in the hospital climate. Survey data from Study 1 were analysed using MANOVA. The responses of 732 hospital employees were grouped into 4 major occupational categories: medical, nursing, allied health and non-clinical staff. Participants were also grouped on the basis of whether they occupied a management or non-management position. Results revealed statistically significant differences between groups and an interaction between occupation and level. Non-clinical staff were less well adjusted during change than other occupational groups. Managers appraised change as more stressful than non-managers, but felt more in control of the situation. Together, the results of Studies 3 and 4 highlighted the importance of examining employee perceptions at the sub-group level when implementing change and indicated the need for interventions to be targeted at the sub-group level. Overall, the research reported in this dissertation extended a theoretical model of employee adjustment to change and improved the application of the model. This outcome was achieved by investigating the role of environmental coping resources drawn from the organisational climate in improving employee adjustment during change and the degree to which groups differed in their perceptions of these variables. Climate and change appraisal factors were linked with a range of important individual/organisational outcomes such as employee well-being, job satisfaction, organisational commitment, turnover intentions and absenteeism. Differences in perceptions of climate and levels of adjustment during change were also observed at the organisational sub-group level. The findings of the research have implications for the effective management of organisational change. Change should be implemented in conjunction with ongoing organisational development processes involving diagnostic research that identifies the elements of climate that employees draw upon for support in the process of adjustment. Interventions should be based on improving and strengthening these resources. Diagnostic processes should also pay attention to the salient groupings of staff within an organisation so that interventions can be targeted specifically to relevant sub-groups.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Applied Psychology (Health)
Full Text
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Meintjies, Jean. "The influence of organisational climate on job performance". Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/10286.
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Organisational climate, as represented by the aggregation of the perceptions of the individual employees within the organisation, has been the focus of considerable empirical research that can be traced back to the work of Lewin, Lippit and White (1939).The debate around organisational climate research, concentrates on the methodological issue of how the construct of such climate can be translated into an indicator of organisational effectiveness. Schneider and Bowen (1985), Bacayan and White (1993) have provided evidence that a worthy and functional organisational climate does have a positive effect upon service outcomes and hence improves organisational success. The study examines the influence of organisational participants’ perception of work environment on job performance in a sample of employees within the various departments of Transnet National Ports Authority. The paper presents that the perception of organisational climate has a significant effect on job performance of some employees while it is not so for others. The research sample consists of 71 employees working in the marine and operations, engineering, human resource, marketing and legal departments. One questionnaire was designed by the researcher to measure organisational climate and the effectiveness of job performance. The climate dimensions of communication, management and supervision, reward and recognition and training are significantly related to job performance. The research consisted of the organisational climate and job performance literature and the subsequent link between these two constructs within Transnet National Ports Authority. In conclusion the report presents the authors findings, conclusions and recommendations derived from the study.
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Ross, Kedisaletse Doreen. "Organisational climate, organisational practices and service delivery in a local government / Kedisaletse Doreen Ross". Thesis, North-West University, 2009. http://hdl.handle.net/10394/4299.
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The success of any organisation depends on its ability to adapt to an ever-changing environment. In
order to be able to adapt, an organisation needs visionary leadership, a management team that is
passionate, professional and entrepreneurial, and employees that are engaged. With the right
strategies, organisational practices and management the hidden value of an organisation can be
unlocked. The traditional hierarchies in the organisation can be broken down in order to empower
management teams to be more entrepreneurial. The right organisational climate should also be created
to unleash potential.
As part of the business planning process and the drive to reconnect with citizens, to respond to the
need to do things differently, to build new relations and to improve service, the municipality should
continuously evaluate the human resource management practices in place, to determine whether they
are sufficient and effective to enable it to achieve its objectives. Knowledge of organisational climate
variables also enables management towards the accomplishment of organisational goals.
Local government is key to the realisation of a promise of a better life for all. It is therefore critical for
its employees to always perform at their optimal, and adhere to all the principles of the Batho Pele
when delivering service to the public. All the principles of this policy are intertwined and collectively
guide all three spheres of government efforts in transforming and accelerating service delivery.
Managers at all levels must support staff in service responsibility so that staff members feel valued,
motivated, informed and challenged to put forth their best efforts on behalf of the people they serve.
The objectives of this study were to determine the reliability and validity of the OCQ, the HRPQ, and
the SSPPQ instruments, as well as to assess the relationship between human resource practices and
organisational climate in the municipality.
In Article 1 and Article 3 employees from the municipality were targeted, and in Article 2 citizens
from the municipality were targeted separately. The study popUlation from the municipality included
employees from managerial and non-managerial categories, and the study population from the citizens
included the public which the municipality serve. A cross-sectional survey design was used to obtain
the research objectives. Three standardised questionnaires were used in the empirical study, namely the Organisational Climate Questionnaire, the Standardof Service as Perceived by the Public
Questionnaire and the Human Resource . Practices Questionnaire. Descriptive statistics, factor
analyses, Cronbach alpha coefficients, correlations, MANOV AS and regression analyses were used to analyse the data.
In Article 1 the results indicated a four-factor structure for the OCQ. Statistically and practically
significant differences were found between organisational climate dimensions and some of the biographical characteristics, namely age, service years and job leveL Employees with more years of service experience higher levels of organisational climate, than emlpoyees with fewer years of
service. A significant difference in communication was found between job levelland job level 3. Employees in higher positions do not communicate well with employees at lower levels. In terms of Article 2 the study extracted a two-factor structure, namely Consultation and Efficiency.
The scales showed acceptable internal consistencies. Most of the Batho Pele principles received negative responses from the public. The results showed that customers who feel they are not
sufficiently consulted on services also feel that the services they received were not effective. Knowledge of the service environment was perceived as poor, and consultation on services was perceived as a challenge. The public also perceived responsiveness as poor.In Article 3 the scales showed acceptable internal consistencies and also confIrnled a relationship between human resource management practices and organisational climate Responsiveness!
cooperation and human resource development contributed most to people care. Supervision, human
resource development, responsiveness/cooperation, employee support andrecognition contributed to structure. Openness, feedback and responsiveness/cooperation contributed most to efficiency.
Recognition, responsiveness/cooperation, superviSIOn and openness contributed most to
communication.
Based on the results, recommendations were made for urgent actions to be implemented by the
municipality, as well as for future researchThesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2010.
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Walker, Anna Ellen. "Creativity, organisational climate and innovation : an interdisciplinary, multilevel perspective". Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/creativity-organisational-climate-and-innovation-an-interdisciplinary-multilevel-perspective(95639d30-93f9-4f43-9231-a3b6b776cd77).html.
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Creativity and innovation are increasingly recognised as important for business success. A primary concern for organisations seeking to encourage creativity and innovation is establishing an environment that is conducive to their occurrence. To gain a better understanding of the relationships between these constructs, the current research has taken an interdisciplinary, multilevel approach. Taking this approach answers multiple calls for empirical research that combines disciplines (in this case, the disparate psychology and innovation management literatures) and estimates cross-level relationships between Creative and Innovative Climate, Team Creativity and Front End Innovation, utilising advances in statistical analysis and computational modeling. The current research comprised three studies. Studies 1 (n=117, n=841) and 2 (n=416, n=841, n=30) developed two new psychometric measures: the Front End Innovation Scale and the Creative and Innovative Climate Scale. Measurement of both Creative and Innovative Climate and Front End Innovation has been fraught with problems. These have been problems of conceptualisation, in that there is no consensus as to which dimensions comprise either Creative and Innovative Climate or Front End Innovation, and also a problem of statistical robustness, as the majority of previous measures of both Creative and Innovative Climate and Front End Innovation have not been developed following psychometric principles. Study 3 (n=841) explored the single and multilevel relationships between Individual and Team Creativity, Front End Innovation and Creative and Innovative Climate, and investigated whether Individual Creativity and Individual Creative Performance are synonymous constructs. All studies used quantitative data derived from a questionnaire, which was supplemented in Study 2 by qualitative narrative data. In addition to the development of two new psychometric measures, the current research contributed to the understanding of what Front End Innovation and Creative and Innovative Climate are, and the factors that comprise them. Given the lack of definitional and measurement consensus surrounding these topics, this understanding can guide future research. Furthermore, Study 3 identified two aspects of Creative and Innovative Climate that seem to be the most important for creativity and innovation (Internal Networks and Team Cohesion), particularly at the team level where they accounted for a greater proportion of the variance than at the individual level. The dual role of formalised processes surrounding creativity and innovation was also discovered, in that formalised processes were perceived to hinder individuals but benefit Team Creativity and Front End Innovation. Very little previous research has explored these relationships and none identified this duality. Lastly, Study 3 represents the first comprehensive empirical investigation of the relationship between Creative and Innovative Climate and each aspect of Front End Innovation.
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Taylor, Anna. "Urban climate adaptation as a process of organisational decision making". Doctoral thesis, University of Cape Town, 2017. http://hdl.handle.net/11427/27554.
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In a world that is increasingly urbanised, cities are recognised as critical sites for tackling problems of climate change, both by reducing greenhouse gas emissions and addressing the impacts of changing climate conditions. Unlike climate change mitigation, adaptation does not have one clear, commonly agreed collective goal. Governing and making decisions on climate adaptation in cities entails contestation over knowledge, values and preferences. Currently, the two dominant conceptualisations of adaptation are as cycles or pathways. Do these models adequately theorise what can be empirically observed in cities as to how climate adaptation is undertaken? Most research on urban climate adaptation emanates from the Global North, where political, scientific, economic and administrative systems are well established and well resourced. There is a dearth of empirical research from cities of the Global South contributing to the development of urban climate adaptation theory. This thesis contributes to addressing this gap in two ways. Firstly, by drawing on both conceptual and methodological resources from the field of organisational studies, notably the streams and rounds models of decision making, organisational ethnography and processual case research. Secondly, by conducting empirical case study research on three processes of city scale climate adaptation in Cape Town, South Africa, a growing city facing many development challenges where the local government began addressing climate adaptation over ten years ago. The three adaptation processes studied are: the preparation and adoption of city-wide sectoral climate adaptation plans; the creation of a City Development Strategy with climate resilience as a core goal; and the inclusion of climate change projections into stormwater masterplans. Data were gathered through interviews, participant observation, focus groups and document review, through embedded research within a formal knowledge co-production partnership between the University of Cape Town and the City of Cape Town government. Processual analysis and applied thematic analysis were used to test models of adaptation and decision making against data from the three case studies. The findings suggest that both the cycles and pathways models of climate adaptation inadequately represent the contested and contingent nature of decision making that prevail within the governance systems of cities such as Cape Town. Based on ethnographic knowledge of how Cape Town's local government undertakes climate adaptation, it is argued that the rounds model of decision making provides conceptual tools to better understand and represent how the process of climate adaptation in cities is undertaken; tools that can be used to enhance the pathways model. The study concludes that progress in adapting cities to a changing climate is currently constrained by both the problems and potential solutions or interventions being too technical for most politicians to deal with and prioritize and too political for most technical and administrative officials to design and implement. It calls for urban climate adaptation to be understood as distributed across a multitude of actors pursuing concurrent, discontinuous processes, and thereby focus needs to be on fostering collaboration and coordination, rather than fixating on single actors, policies, plans or projects.
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Lamberti, Hayden. "The drivers of productive organisational energy". Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/24252.
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A key-‐contributing factor for the performance of organisations,specifically in a knowledge worker environment, is organisational energy. Defined as an exhaustible and rechargeable cultural asset; organisations with high levels of productive organisational energy display intense, positive emotions, high attention and strong activity levels that are oriented towards the company’s key strategic goals. This research aims to explicitly model the components and drivers of productive organisational energy. A qualitative investigation was used to develop constructs with which to measure productive organisational energy. These constructs were then used to create a quantitative research tool in order to determine the components and drivers of productive organisational energy. Quantitative data was gathered from 219 knowledge workers from a broad range of business sectors. Factor analysis and multiple regression testing were then used to review and empirically quantify the components and driving factors of productive organisational energy. In sharp contrast to the prevailing literature, the empirical evidence from this study shows that the components of productive organisational energy can be defined in two factors, one specifically focused on the individual and the second focused on the organisational whole. The independent drivers of these components can be broadly divided into five key areas with only three and four statistically significant factors influencing two defined components of productive organisational energy respectively. CopyrightDissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted
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MacCurtain, Sarah. "An exploration of the determinants of innovation : the top management team, organisational climate and organisational learning". Thesis, Aston University, 2005. http://publications.aston.ac.uk/10785/.
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Some researchers argue that the top team, rather than the CEO, is a better predictor of an organisation’s fate (Finkelstein & Hambrick, 1996; Knight et al., 1999). However, others suggest that the importance of the top management team (TMT) composition literature is exaggerated (West & Schwenk, 1996). This has stimulated a need for further research on TMTs. While the importance of TMT is well documented in the innovation literature, the organisational environment also plays a key role in determining organisational outcomes. Therefore, the inclusion of both TMT characteristics and organisational variables (climate and organisational learning) in this study provides a more holistic picture of innovation. The research methodologies employed includes (i) interviews with TMT members in 35 Irish software companies (ii) a survey completed by managerial respondents and core workers in these companies (iii) in-depth interviews with TMT members from five companies. Data were gathered in two phases, time 1 (1998-2000) and time 2 (2003). The TMT played an important part in fostering innovation. However, it was a group process, rather than team demography, that was most strongly associated with innovation. Task reflexivity was an important predictor of innovation time 1, time 2). Only one measure of TMT diversity was associated with innovation - tenure diversity -in time 2 only. Organisational context played an important role in determining innovation. This was positively associated with innovation - but with one dimension of organisational learning only. The ability to share information (access to information) was not associated with innovation but the motivation to share information was (perceiving the sharing of information to be valuable). Innovative climate was also associated with innovation. This study suggests that this will lead to innovative outcomes if employees perceive the organisation to support risk, experimentation and other innovative behaviours.
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Hill, Fiona Morag. "Trying to catch a cloud : in pursuit of organisational climate". Thesis, University of Sheffield, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.284770.
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Wright, Sarah Louise. "Loneliness in the Workplace". Thesis, University of Canterbury. Psychology, 2005. http://hdl.handle.net/10092/1368.
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Loneliness in the workplace has received relatively little attention in the literature. The research surrounding loneliness tends to focus almost exclusively on personal characteristics as the primary determinant of the experience, and largely ignores the workplace as a potential trigger of loneliness. As such, personality tends to be overestimated as the reason for loneliness, whilst only modest emphasis is given to environmental factors, such as organisational environments. Therefore, the overall aim of this thesis was to explore the notion of loneliness in the workplace, with a particular emphasis on examining the antecedents and outcomes of its development in work contexts. The first stage of the research included the development and empirical examination of a scale measuring work-related loneliness. A 16-item scale was constructed and tested for its reliability and factor structure on a sample of 514 employees from various organisations. Exploratory factor analysis indicated two factors best represent the data, namely Social Companionship and Emotional Deprivation at Work. For the main study, a theoretical model was constructed whereby various antecedents (personal characteristics, social support, job characteristics, and emotional climate) were hypothesised to influence the development of work-related loneliness, which in turn was thought to affect employee attitudes and wellbeing. Employees from various organisations were invited to participate in the online research via email, which generated 362 submissions from diverse occupational groups. Structural equation modelling techniques were used to assess the hypothesised model, which was evaluated against a number of fit criteria. The initial results provided limited support for the Loneliness at Work Model. Consequently, a number of adjustments were necessary to obtain sufficient fit. The modified model suggests that organisational climate (comprising climate of fear, community spirit at work, and organisational fit) serves to simultaneously predict the emotional deprivation factor of loneliness (made up of seven items) and employee attitude and wellbeing. The results indicate that environmental factors such as fear, lack of community spirit, and value congruence play a role in the experience of work-related loneliness and have an overall negative effect on employee withdrawal behaviours and job satisfaction. The findings from this study offer insight into possible areas for organisational intervention and future research.
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Redding, Blake. "Psychological climate, personality and organisational proactivity : an exploration of the relationship /". [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe18540.pdf.
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Al-Shammari, Minwir Mallouh. "An analysis of organisational climate and effectiveness in Jordanian industrial companies". Thesis, University of Glasgow, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.283708.
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Heyligers-van, Zyl Ilonka. "The relationship between collective climate, organisational commitment and intention to stay". Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53670.
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Thesis (Mcomm)--University of Stellenbosch, 2003.ENGLISH ABSTRACT: A need was identified for a proactive strategy for reducing voluntary turnover levels within the mining industry. From the onset it was established that a multi-dimensional approach would be the most appropriate. Organisational commitment and organizational climate were identified as variables that were likely to influence intentions to stay. Moreover, it was hypothesised that organisational climate would directly influence organisational commitment levels. Both organisational climate and organisational commitment have been subjected to considerable controversy with respect to conceptual and methodological issues. This has resulted in the diverse array of approaches currently found in the literature and has threatened the usefulness of both constructs. An overview of existing literature indicated that little is known regarding the relationship between organisational climate, organisational commitment and intention to stay within the specific industry. The current study therefore investigated the existing relationship between collective climate, organisational climate and intent to stay within the mining industry. Research objectives were achieved by means of hierarchical cluster analysis, canonical correlational analysis and standard multiple regressions. All measures were subjected to confirmatory factor analysis. The results indicated that multiple collective climates existed in the various departments. A positive relationship was found between collective climate and organisational commitment, as well as between collective climate and intent to stay.
AFRIKAANSE OPSOMMING: 'n Behoefte aan proaktiewe intervensies, gemik op die vermindering van vrywillige arbeidsomset, is in 'n organisasie in die mynindustrie geïdentifiseer. Dit was vanuit die staanspoor ooglopend dat 'n multidimensionele benadering toepaslik sou wees. Organisasieklimaat en organisasie-verbondenheid is as moontlike veranderlikes geïdentifiseer wat 'n invloed op omsetbedoelings mag uitoefen. 'n Verdere hipotese had betrekking op die verband tussen organisasieverbondenheid en omset-bedoelings. Beide konstrukte het reeds aansienlike kontroversie met betrekking tot konseptueIe en metodologiese aspekte ontlok. Laasgenoemde het onder meer gelei tot die opkoms van 'n aantal uiteenlopende konseptueIe benaderings tot hierdie konstrukte, met die gevolg dat die empiriese bydraes wat hul tot die veld van Organisasiesielkunde maak, toenemend bevraagteken is. 'n Literatuuroorsig het aangedui dat 'n leemte met betrekking tot die onderwerp binne die bepaalde industrie bestaan. Weinig empiriese steun is egter gevind ten opsigte van 'n verband tussen organisasieklimaat, organisasie-verbondenheid en omset-bedoelings. Die betrokke studie het dus ten doel gehad die ondersoek van 'n verband tussen groepklimaat, organisasieverbondenheid en omsetbedoelings. Ten einde bogenoemde verbande te ondersoek, is gebruik gemaak van hiërargiese tros-analise, kanoniese korrelasionele analise, asook standaardmeervoudige regressie-ontledings. Die navorsingsbevindinge het bevestig dat 'n beduidende en positiewe verband tussen groepklimaat en organisasieverbondenheid bestaan. Daar is verder aangetoon dat omset-bedoelinge beduidend met groepklimaat, sowel as organisasieverbondenheid korreleer. 'n Sterker verband is tussen organisasieverbondenheid en omset-bedoelinge gevind.
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Nieuwoudt, Anna-Marie. "Confirmatory factor analysis of the organisational climate measure : a South African perspective". Diss., University of Pretoria, 2011. http://hdl.handle.net/2263/24706.
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The effective management of organisational climate has become an increasingly important ingredient for business success. This has resulted in a need for up-to-date research and information on the subject, leading to the development of various measurement instruments. The main purpose of this study was to validate the Organisational Climate Measure (OCM) for the South African context. The OCM is designed to serve as a global multi-dimensional measure of organisational climate and is based on the competing values model developed by Quinn and Rohrbaugh. In this study a comprehensive literature review was conducted prior to the OCM’s administration to a sample of 200 individuals currently employed in a South African organisation. The reliability and validity of the OCM was evaluated by means of Cronbach’s alpha coefficient and confirmatory factor analysis. The results indicated strong correlations between factors and a good model fit. It was concluded that the OCM is a valid and reliable instrument for measuring organisational climate within the South African context. CopyrightDissertation (MCom)--University of Pretoria, 2011.
Human Resource Management
unrestricted
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Prinsloo, Hayley. "Organisational culture, safety climate, supervisory accountability and engagement as drivers of safety behaviour in a platinum mining organisation". Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79643.
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The mining industry plays a significant role in the South African economy. In 2019, the sector contributed R360.9 billion (8.1%) to the total gross domestic product (Minerals Council South Africa, 2020). With almost half a million employees reporting to work in the South African mining industry each day, a relentless commitment to safety and health compliance is required to manage the inherent risks and hazards associated with the sector.
Previous research has shown that frontline supervisors have a direct impact on the safety behaviour of individuals and that their leadership significantly influences team safety performance. The objectives of this study sought to contribute to the body of research on organisational culture, frontline supervisory engagement and accountability as levers for enhancing organisational performance and creating sustainable competitive advantage through resilient safety behaviour.
Quantitative, confirmatory research methods were used to gain insights into the effect of organisational culture and safety climate on safety behaviour, while examining the influencing effects of frontline supervisory engagement and accountability on safety behaviour in the process division of a single platinum mining organisation in South Africa. A total of 104 survey based responses from frontline supervisors were analysed using factor analysis and multiple regression tactics.
The key findings indicate that the tendency of a supervisor to hold herself and her team accountable is positively correlated to good safety behaviour, and is the strongest predictor of safety behaviour when considering safety climate and supervisory engagement and supervisory accountability. Furthermore, safety climate was found to be a significant contributor to safety behaviour. All three organisational culture factors – organisational practices, supervisory support and work attributes – were found to be strong predictors of safety climate, with only work attributes contributing to predicting supervisory accountability. These results indicate a significant influence between organisational culture, safety climate, supervisory accountability and safety behaviour. Supervisory engagement, although found to be positively correlated, was not a statistically significant predictor of safety behaviour. The findings from this research add to the literature on safety behaviour, frontline supervisory behaviours and organisational culture.Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Saunders, John. "An assessment of the relationship between organisational climate and organisational commitment within the IT department of a telecommunications company". Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003849.
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The main objective of this study was to assess the relationship between organisational climate and organisational commitment within the Information Technology department of a South African Telecommunications company. Firstly, the research considered the organisational climate from a qualitative perspective. Research interviews that were based on organisational climate literature were performed with 4 members of the relevant department. Qualitative data analysis revealed several themes. The themes highlighted include: perceived ineffective structure and decision-making; lack of mistake tolerance; risk aversion by employees; recognition and reward systems perceived to be inadequate; performance management is perceived to be ineffective and inadequate; Employee Share Options Program (ESOP) perceived to have a negative influence on employee behaviours; the nature of the social environment perceived to be unfriendly; low level of knowledge and skills sharing; inadequate human resource management practices; These findings highlight the importance of certain aspects within the environment that influence employee perceptions. Organisational climate literature suggests that organisational climate has various behavioral influences and its consideration is essential in the effective functioning of the organisation. Secondly, the research considered the relationship between organisational climate and organisational commitment within the relevant department. The Patterson et al. (2005) Organisational Climate Measure (OCM®) and Meyer and Allen (1991) Organisational Commitment Questionnaire (OCQ) were used to assess the relationship between organisational climate and organisational commitment, respectively. Significant correlations were found between integration, pressure to produce, innovation, supervisory support, reflexivity, clarity, involvement, autonomy, welfare and tradition, and both affective and normative commitment, Training was only significantly correlated to affective commitment. No significant correlations were found with continuance commitment.
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Okoya, Olajumoke. "Organisational climate and performance : a case study of Nigerian high growth SMEs". Thesis, University of East London, 2013. http://roar.uel.ac.uk/3932/.
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There have been extensive explorations of organisational climate (OC) and performance in large organisational contexts but predominantly in western economies. Despite the rich and growing body of literature on the topic, there is considerable lacuna in the understanding of how the composites of organisational climate factors coalesce into business enablement and performance outcomes especially in economically resurgent African economies of which Nigeria is one. More fundamentally, the dimension of High Growth Small and Medium Enterprises (HGSMEs) exemplify the dearth of knowledge of the intricate role of OC in reconfiguring strategic positioning and performance of organisations, especially the genre of SMEs attributed as the main driver of economic growth. Against this backcloth, this study explores the dynamic interaction between OC and HGSME performance in Nigeria with a view to providing situated understandings of how organisational performance is moderated by variabilities of OC. This relationship is investigated empirically using as conceptual prisms four principal constructs distilled from the extant literature; leadership, organisational strategy, HRM practices and entrepreneurial orientation. Methodologically, a triangulation procedure was applied in order to afford both rich-context and scaled datasets. From a sample of HGSME drawn from the national database maintained by Small Medium Enterprises Development Agency of Nigeria (SMEDAN), the mixed method approach used encompassed data gathered through (a) in-depth interviews conducted with senior executives of sample organisations and (b) survey questionnaires administered to 300 employees within two Nigerian HGSMEs. Qualitative data was analysed through thematic analysis. The quantitative data treatment rigour was achieved through descriptive statistics; correlation and multivariate regression analysis. OC was measured at the firm level using the validated instrument (Organisational Climate Measurement instrument, OCM, Patterson et al., 2005), while the organisational performance was measured subjectively using efficiency and quality as performance proxies. Results show direct effects of organisational factors (leadership, strategy, HR practices and entrepreneurial orientation) on organisational climate configuration. The relationship between organisational climate and performance is significantly positive while the direct effect of some HR practices on organisational outcomes such as efficiency (training vs. efficiency, employee involvement vs. efficiency) was negative. The results are robust in indentifying the nature of internal organisational systems and networks that triggers growth and sustainability of HGSMEs.
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Yahaya, Habibu Bala. "The effects of the devolution of HIV treatment programmes from external to local non-governmental organisations: A mixed-methods study in Kano, Northern Nigeria". University of the Western Cape, 2021. http://hdl.handle.net/11394/8352.
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Philosophiae Doctor - PhDThe devolution of health programmes from external to local non-governmental organisations (NGOs) is a relatively new phenomenon in sub-Saharan Africa. The special characteristics of the devolution of complex programmes pose both managerial and employee challenges, which previous change management research has not adequately addressed. Furthermore, earlier research has mainly viewed organisations as isolated and independent entities, whereas programmes that aim at large-scale interventions, such as the President’s Emergency Plan for AIDS Relief (PEPFAR) projects, are embedded in their organisational context. Ineffective implementation of the PEPFAR antiretroviral therapy (ART) devolution process is a potential threat to programme sustainability in Nigeria.
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Robinson, R. J. "The mediating effect of organizational climate on personal growth amongst quality circle members". Master's thesis, University of Cape Town, 1987. http://hdl.handle.net/11427/14388.
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Bibliography: leaves 100-114.The productivity and manpower situation in South Africa was reviewed. The necessity to involve workers at all levels in organizations was emphasized. The definition of "productivity", and the role of the human resources development (HRD) specialist was noted. The concept of "organizational culture" and the relationship to "climate" was discussed. The literature surrounding worker alienation, and the attempts to overcome this by means of participative work redesigns aimed at "worker development" was reviewed. The serious reservations which the organized labour movement has towards "participation" and designs such as quality circles (QC's) were noted and discussed. QC's themselves were introduced with an overview of their origins. The "trade war" between Japan and the West was mentioned, with particular note taken of the role of QC's and their subsequent usage and success world-wide. The critical importance of management commitment and a participative climate for the success of QC programs was emphasized. The present study was undertaken within a QC program in a large engineering company, and consisted of 187 experimental subjects QC members and 63 control subjects (non-SC members). Subjects were measured on the independent variable Organizational Climate which consisted of Trust a Involvement, Motivators, Communications, Decision making, Control Data, and Average Climate. These factors were obtained by means of performing a factor analysis on Likert's (1961) data from his Organizational Climate Scale. The dependent variable Personal Growth consisted of Life Satisfaction, Self-esteem, Powerlessness, Locus Of Control (LOC) and Purpose In Life (PIL). It was hypothesized that QC members would show more personal growth than non-QC members, but that this would be mediated by organizational climate and time spent as a QC member. The validity and reliability of the study were discussed. The results indicated that QC members were higher on life Satisfaction and Self-Esteem than non-members (P < 0.01). Both groups reported significantly more participativeness of climate over the previous 12 months, but QC members reported a greater increase. A significant (P <0.01) correlation was found between most Organizational Climate indices and Personal growth measures. It was concluded that QC participation brings about increased Personal growth, and that this growth extends to non-QC members in the same work area. A critical mediating variable however appears to be Organizational Climate, which must be truly participative if any intervention such as QC's is to succeed. This is consistent with the findings of other authors. The need for further research was discussed, and the role of climate was re-emphasized by way of conclusion.
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Kassiem, Wahib. "A case study of organisational change in an employee wellness company and its effects on job satisfaction and organisational climate". Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/d1016404.
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The modern era has brought the phenomenon of organisational change closer to the average person. With the recent financial crisis placing more strain on businesses, organisations are always under pressure to review their business models in order to deliver a sustainable operational model and as result, hopefully a sustainable competitive advantage. In order to remain competitive, the leadership team has to constantly seek ways of differentiating their organisations from others with similar product offerings. When these changes are initiated, there is no doubt that the leadership gave extensive thought prior to execution. However, their motives are not always clear to their most important constitution, their employees. Often when these changes are implemented, employees believe that they’ve been left out of the decision making process. Furthermore, post change review with employees are also not given enough thought and are often not done. This research used qualitative research methods to establish how employees experience job satisfaction and organisational climate subsequent to changes that transpired within their work environment. Semi-structured interviews and document analysis were used to collect data. The interviews were constructed by expanding upon well-documented quantitative dimensions of these behavioural variables. Questions were developed focusing on these dimensions in line with the changes experienced. The sample consisted of nine employees at an employee wellness organisation in Roodepoort, Gauteng. There is evidence to show that in this short period of two years (May 2012 to June 2014), by implementing various changes, the new leadership has improved the financial viability of the organisation. However, insights from the interviews point to a number of areas where the leadership and management structures have to exert more effort. Communication processes have to be reviewed, especially to lower levels. As there exists limited opportunities for promotion, investigations into expanding existing roles, again at the lower levels may assist in raising job satisfaction levels. Employees felt that support structures are severely lacking when significant changes affecting them are implemented. A climate for innovation and risk taking has to be considered which, if instituted, could aid the organisation in setting the pace for the organisational wellness industry. The structure adopted for this research consists of three sections. Section one follows the evaluation report format, with the literature review and research methodology sections following thereafter. By making use of established literature as a basis, the findings and recommendations are therefore not exclusively applicable to this organisation. Hence other organisations intending similar change initiatives could benefit from this research.
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Dawoud, Ibrahim. "The impact of organisational climate on information communication technology support for knowledge management". Thesis, City University London, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.520941.
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Tang, Huong N. "An organisational climate awareness toolkit for nurturing the effectiveness of team/group interactions". Thesis, London South Bank University, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.434434.
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Carson, Hester Helena. "The relationship between management styles and practices and experienced organisational climate / Hester Helena Carson". Thesis, North-West University, 2008. http://hdl.handle.net/10394/4137.
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The relationship between management, leadership and Organisational Climate is an important research topic. Organisational Climate refers to the perception of the conditions under which a work group or individual operates. It is necessary to investigate how Organisational Climate manifests in different organisations in South Africa, and to assess its relationship with Managerial Leadership. The aim of this study was to examine the differences between Organisational Climate in different South African organisations and to investigate whether Managerial Leadership is related to the perceived Organisational Climate.
A cross-sectional survey was undertaken to reach the research objectives. The participants included employees from seven types of organisations in South Africa. The Organisational Diagnosis Questionnaire (ODQ) was administered. T-tests were used to assess the differences between the Organisational Climate in different organisations. Pearson correlations and canonical correlation were used to assess the relationships between Organisational Climate and Managerial Leadership. Multiple regression analyses were used to investigate whether managerial leadership predicts Organisational Climate. Cross-validation was done in which statistically significant predictors of Organisational Climate in one half of the sample were used to predict Organisational Climate in the other half of the sample.
Goal clarity, labour relations and quality of the work environment showed the highest scores in the total sample, while communication flow, interest in the well-being of employees and decision-making practices showed the lowest score. Regarding Managerial Leadership in the total sample, production orientation and effectiveness were the highest. The biggest differences in Organisational Climate between organisations were experienced regarding three dimensions, namely goal orientation, the effectiveness of change management and general motivating conditions.
The canonical analysis showed that all dimensions of Managerial Leadership were related to all dimensions of Organisational Climate. Furthermore, the results of the multiple regression analyses showed that Organisational Climate is best predicted by three Managerial Leadership dimensions, namely managerial work facilitation, managerial team-building and managerial effectiveness. It seems that managerial facilitation had the strongest effect in terms of predicting experiences of Organisational Climate, followed by managerial team-building and managerial effectiveness. The results also showed that Managerial Leadership had moderate to strong effects on the sub-factors of Organisational Climate.
Recommendations for future research are made.Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2009.
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Jeffrey, Theresa B. "Employee well-being in the NHS: the work environment, organisational climate, and value-congruence". Thesis, University of Warwick, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.487640.
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This thesis includes a literature review, empirical paper, and reflective paper which explore different aspects of employee well-being in the NBS. Chapter one reports a conceptual literature review. In this review [mdings from studies linking employee perceptions ofthe work environment and well-being were mapped onto the concept oforganisational climate, as measured by the'Work Environment Scale. This was conducted to investigate the comparability ofmeasuring perceptions of the work environment and measuring climate, because the two concepts appear to overlap. The findings ofstudies were compared and critically appraised, follo'.Â¥ed by a discussion ofthe utility ofthe conceptual approach adopted for the review. The review highlighted gaps in knowledge and understanding with regard to the interaction between employees and their work environment. Further research was specifically recommended to clarify the boundaries between employee perceptions oftheir work environment, their perceptions oforganisational climate, and the relation ofthese two concepts to employee well-being. Qualitative research methodology was recommended to pursue these'aims. I Chapter two reports the findings ofan empirical paper. This paper explored the status of value-congruence in clinical psychologists, with the use ofa grounded theory approach to methodology. The emergent theory highlighted three types ofvalue-congruence and indicated that clinical psychologists express more congruence with the values oftheir profession than with other professional groups or the organisation. A three phase model was proposed to explain the way that clinical psychologists manage the valueincongruence they experience within the NBS and some contributory factors were highlighted. The three phase model indicated that the affects ofvalue-congruence on clinical psychologists' well-being were tempered by experience, because over time . psychologists adapted to value-incongruence by finding new ways ofworking which were more congruentwith their professional values. Nevertheless value-incongruence was a destabilising experience, especially when first encountered early in ones career. Recommendations were made to incorporate discussions, in clinical training, about values and the potential for experiencing value-incongruence in the NBS, as well as endorsing the importance of self-care practices. Chapter three reports a reflective paper which considers how the findings of chapter one and two may be conceptualised under the broad headings of organisational climate and culture, or person-environment fit. It also brings together the findings ofthe two chapters to highlight learning about employee well-being more generally and considers what the NBS could do to help prevent and manage reduced well-being in NBS employees. Clinical psychologists were reported to have a significant role to play in advocating for and aiding employee well-being in the NBS. Recommendations were made for psychologists to utilise the congruence they experience between their personal and professional values to help others to prevent and mange value-incongruence and work related stress. It was proposed that clinical psychologists were well placed to facilitate teams within the NBS; to encourage a more congruent NBS climate consisting ofopenly shared values, support, and training in management ofvalue-incongruence and work related stress. Finally, personal reflections were shared and the author consid,ered what she had learnt from the findings. The author concluded that the [mdings had helped to prepare her somewhat for entering the NBS and the profession of clinical psychology.
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Phillips, Lara. "The Drivers for Divergence: Exploring Variation in New Zealand Organisational Responses to Climate Change". Thesis, University of Canterbury. Geography, 2010. http://hdl.handle.net/10092/5006.
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For many years, the development of an Emissions Trading Scheme to mitigate against climate change has been one of the most controversial political issues in New Zealand, particularly since the obligation for emission reduction is placed on some of New Zealand‘s most productive organisations. This thesis explores the variation in corporate responses to climate change and searches for the underlying drivers which motivate and/or inhibit action. A sample of organisations obligated to reduce emissions under the New Zealand Emissions Trading Scheme was selected, and interviews were conducted with senior managers with designated responsibility for the issue. A narrative analysis of interview transcripts was used as the methodology.
The Bansal and Roth (2000) Model of Corporate Ecological Responsiveness was selected as a framework to consider the motivating logics (including competitiveness, legitimacy, and social responsibility) emerging from the narratives, and insights from other theoretical models applied. In some cases, the findings were explained in ways anticipated by the literature. But in other cases, the results diverged from expected outcomes. Competitiveness was the most commonly attributed motivation influencing corporate responses to climate change, followed by legitimation seeking and, least frequently, social responsibility. However, it was clear that most responses, and actions, were informed by mixed motives, rendering the Bansal and Roth model insufficient for capturing the complexity of organisational motivations underlying their responses to environmental issues.
Factors of influence, particularly issue salience of consumers, played an important role in determining similarities and divergence of response to climate change issues. Where there were synergies between the factors, it encouraged proactive organisational actions. The results showed a range in managerial attitudes and organisational responses to climate change, in relation to risks and opportunities. Some results suggested that organisations respond in similar ways to climate change based on a convergence of institutional pressures, whereas in other cases organisations seemed to be driven to seek a competitive advantage in being as different as legitimately possible, leading to a divergence in responses. This research revealed that political and market uncertainties were seen as a barrier to corporate response. Where synergies existed between economic, institutional and market forces, it was attractive for firms to innovate and differentiate. Overall, the insights gained from this study may provide a greater understanding of the concerns of the business community towards climate change and what conditions will be most conductive to encouraging corporate climate change action.
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Strydom, Anél. "The experiences of designated employees in a predominantly white consulting business unit / A. Strydom". Thesis, North-West University, 2008. http://hdl.handle.net/10394/4007.
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In the past fourteen years, South African business has experienced a period of significant transformation. The absorption of previously disadvantaged employees into higher skilled jobs is being nudged by measures such as employment equity legislation and affirmative action. Even though previously excluded racial and ethnic groups are being empowered and incorporated into management structures, overall progress has been slow.
The research organisation seems to be a microcosm of the macro-environment with regard to the advancement of previously disadvantaged employees, consisting primarily of white employees (66%). Designated employees are represented in much smaller numbers: Indian (15%), African (15%) and Coloured (4%).The objective of this research was to gain an understanding of how designated employees experience working in a predominantly white business unit.
Applying a qualitative research design, anecdote circles were used to facilitate the informal sharing of experiences amongst peers. Twelve individuals partook in the anecdote circles and 59 anecdotes were gathered. Interpretative Phenomenological Analysis was used to extract themes.
Thirty-two themes were identified in the anecdotes that were grouped into seven super-ordinate themes: A debilitating organisational culture; A constructive work environment; Poor orientation and integration into the business unit; Demanding consultant role; Dissatisfaction with careers: Difficulty in handling the typical demanding client profile and Involved management style.
Results indicate that designated employees find the organisational culture restrictive due to the bureaucratic nature of the organisation, the insensitivity towards cultural differences, the impersonal atmosphere in the organisation; the excessive use of acronyms; poor communication and ineffective support structures.
In contrast they have a positive view of their work environment which is seen as flexible, with plenty opportunities for development and high standards of work. Good teamwork exists with designated employees receiving a lot of support from their project team members.
Results show that designated employees experience poor orientation in the business unit, which results in a lack of knowledge regarding processes, tools, and ideal behaviour. They are left to find this information out for themselves and this leads to poor integration into the business unit.
Designated employees find their role as consultant very demanding. They experience a lot of pressure on projects and are concerned about others' impression of them. They feel empowered in certain areas of their work life and enjoy taking responsibility for their work and development.
Designated employees are dissatisfied with the direction that their careers are taking and feel frustrated by the lack of career advancement. They do not believe their managers have the power to address their concerns regarding their career. Furthermore they equate career progression with financial gain and this adds to their frustration regarding their careers.
Designated employees are struggling to deal with difficult and demanding clients who neglect responsibilities and can be unreasonable. They admit that they are not sure how to handle these clients.
Designated employees are satisfied with the level of interaction with their managers and the recognition they receive when a job is well done. Some indicate that they would prefer more guidance and support from their managers and they stress the importance of performance management and providing regular feedback.Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.
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Combrink, Andries Johannes. "The validation of an organisational climate questionnaire in a corporate pharmacy group / Andries Johannes Combrink". Thesis, North-West University, 2004. http://hdl.handle.net/10394/520.
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The creation of a healthy, motivating organisational climate should be the aim
of management. Organisational climate refers to a complex set of forces
within an organisation, which have a direct influence on those who work in it.
Studying organisational climate is imperative to understanding how
organisations function at their core. However, a validated instrument is needed
to detect the climate in an organisation. The objective of this study was to
validate an organisational climate questionnaire in a corporate pharmacy
group.
A cross sectional survey design was used. Interviews were conducted with
employees and an organisational climate questionnaire was constructed. The
Organisational Climate Questionnaire (OCC) was completed by a sample of
employees in a corporate pharmacy group (N = 159). Descriptive statistics
(e.g. means, standard deviations, skewness and kurtosis) inferential statistics
were used to analyse the results.
Factors extracted include recognition and feedback, management, work
relationships, task characteristics, responsibility, work pressure and decision-making.
The internal consistencies of two factors were unacceptable. One-way
analysis of variance of organisational climate in different regions showed
practically significant differences between North West and Mpumalanga
regarding how they currently view management, as well as practically
significant differences between North West and both Free State and Gauteng
concerning Management. The average responses of the white employees and
employees of colour in this study seem to be the same, except regarding
recognition and feedback. The average responses of the employees from the
two gender groups seem to be the same, except regarding responsibility and
work pressure.
Recommendations for future research were made.Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.
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Motsiri, Tlhatswane Martha. "The correlation between the principal's leadership style and the school organisational climate / Tlhatswane Martha Motsiri". Thesis, North-West University, 2008. http://hdl.handle.net/10394/1860.
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This study sets out to investigate how conflict is managed at schools. The literature
review clearly indicated the complexity of the management of conflict in school
organisations. Schools, by virtue of being social organisations aiming at providing
education services to learners, cannot thrive under conditions of dysfunctional
conflict. However, it is also clear that not all conflict is bad and can be functional in
school improvement and renewal.
The most important aspect pertaining to conflict in schools, is that it must be
managed. This actually implies that conflict has to be managed from its sources,
apparent or potential and that, this must involve a process that ranges from conflict
diagnosis to school organisational learning and effectiveness. This clearly relates
to all types of conflict and includes, conflict resolution, prevention and
management.
The empirical study established that school principals largely used the dominating
and avoiding styles of handling conflict. The variance between categories of
responses indicated that conflict handling styles were used contingent on
situational conditions. To this end, it was found that educators from big schools
showed statistically significant differences with educators from small schools in so
far as principals' conflict handling styles are concerned.
Based on this finding and nothwistanding the results of the frequency analysis
which generally indicated almost equal responses in terms of the agree and
disagree responses, it was concluded that the dominating and avoidng styles, and
to an extent, the compromising styles were used predominantly in the surveyed
schools.
The study thus recommends that peer group and needs-specific capacity building
programmes for school principals should be initiated so as to expose principals to
conflict management learning experiences from practice, and in relaxed
atmospheres facilitated by peer coaching and mentoring.
Keywords: conflict; conflict management; conflict management styles, conflict
theories, conflict models; conflict resolution; organisational conflictThesis (M.Ed. (Education Management))--North-West University, Vaal Triangle Campus, 2008.
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Mercer, Simon. "An analysis of organisational adaptation to climate change : the case of the Bardiya National Park". Thesis, University of East Anglia, 2015. https://ueaeprints.uea.ac.uk/56851/.
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This research is concerned with understanding how the management authority of the Bardiya National Park (the BNPMA) is able to adapt to the pressures of increasing climate variability and change. To that end, this study employs a mixed-methods case study approach to elucidate the key drivers of change facing the BNPMA, the processes through which the organisation adapts to these challenges, and the factors that enable and constrain action. In doing so it intends to provide a more comprehensive understanding of the potential future effectiveness of adaptation interventions. Analysis of local weather data, in conjunction with data obtained from village level surveys, highlights a number of climatic trends which, along with related environmental changes are shown to have an important role in driving change within the BNPMA. A range of anthropogenic drivers are also shown to be relevant. The factors enabling and constraining the BNPMA’s ability to respond to these identified drivers of change are subsequently examined through the analysis of data obtained from Likert questionnaires, semi-structured interviews, focus groups, and field observations. Organisational systems, culture, internal resources and the process of knowledge generation and sharing are all found to play a pivotal role in determining the capacity of the BNPMA to respond to its drivers of change. The final analytical section of this thesis uses three examples to evaluate the learning processes through which the BNPMA operationalises its adaptive capacity and mobilises it as adaptive management interventions. Drawing on the results of semi-structured interviews, focus group discussions, official park documents, and fieldwork observations, three distinct types of learning are identified within the organisation. In conclusion, this study argues that learning plays a key role in adaptive management approaches to conservation and in operationalising organisational adaptive capacity, enabling the BNPMA to effectively respond to new challenges. However, further research is needed to assess the wider applicability of the drivers of change highlighted in this study, within Nepal and beyond, as well as the interplay of components of adaptive capacity in conservation organisations and the learning processes through which this capacity is mobilised.
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Diesel, Rick. "Organisational innovation climate as a mediator of the relationship between complexity leadership and contextual ambidexterity". Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64839.
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Organisations today face the challenge of efficiency in the management of todayÕs business
demands, the search for new opportunities and to deal with complexity. Organisations need
to be innovative to survive and succeed: leaders need to drive contextual ambidexterity
(exploitative and exploratory innovation). The context in which a business finds itself, and
creates internally, can be harnessed together with leadership to achieve these objectives.
Leadership plays a fundamental role in developing and promoting contextual ambidexterity,
yet there has been limited research on the success and mediating factors., and what
leadership approach can achieve this effectively. Therefore, a greater understanding of
relationships between leadership and contextual ambidexterity, and mediating factors will be
useful for leaders and organisations. This research investigates this: how complexity
leadership and organisational innovation climate promote contextual ambidexterity.
Through SEM using 1204 secondary survey responses, the researcher investigated the
relationships between complexity leadership, contextual ambidexterity and organisational
innovation climate, and the mediating effect of organisational innovation climate. Results
showed that the climate plays and important mediator role between complexity leadership and
innovation, as well as having a significant direct effect on innovation. From these findings,
organisations can gain insights into leader development and internal contextual factors that
may drive contextual ambidexterity, and therefore survival and success.Mini Dissertation (MBA)--University of Pretoria, 2017.
pa2018
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
35
Cheyne, Alistair. "A model of safety climate for the manufacturing sector". Thesis, Loughborough University, 2000. https://dspace.lboro.ac.uk/2134/7760.
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This research examines the structure of safety climate in the manufacturing sector. It does so by examining and comparing attitudes to, and perceptions of, safety issues in two manufacturing organisations and one organisation involved in the supply of construction materials. The concept of safety climate, and the associated concept of safety culture, have been the subject of much research and theory building in recent years and this thesis builds on previous work. The research framework used here employed a mainly quantitative methodology in order to investigate the architecture of safety climate using structural modelling. Statistical modelling has been applied in other safety studies, often involving safety climate as one variable in a global description of safety systems. However it has rarely been used to model and describe the structure of safety climate as an indicator of safety culture, as in this research. The structure of safety climate described in this research is characterised by the interaction of organisational, group interaction, work environment and individual variables, which provide indicators of influences on individual levels of safety activity. Structural models of the data from all three participating organisations fitted the broad pattern of organisational variables influencing group and work environment variables, which, in turn influence individual variables. A more detailed comparison of organisational structures, however, highlighted slight differences between the two manufacturing organisations and more pronounced differences between these and the construction material supply organisation, suggesting that most elements in the structure of attitudes to safety described here are industry specific. These results are explained in terms of working environments. Differences in structure, consistent with job roles, were also apparent between occupational levels. The research, in line with previous work in the field, has highlighted the importance of management commitment to, and actions for, safety, as well as the role of individual responsibility in the promotion of safety activity. The work reported here has emphasised their importance in developing and maintaining an organisational culture for safety.
36
Chšanavičienė, Rasa. "Organizacinio klimato raiškos ypatumai informacinių technologijų verslo įmonėje: diagnostinis aspektas". Master's thesis, Lithuanian Academic Libraries Network (LABT), 2006. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2006~D_20060530_162741-74681.
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The aim of this paper is to analyze the expression of organisational climate at the IT company using standardised test. This master’s work is an independent part of collegial research project. The theoretical aspects of organisational climate of different Lithuanian and foreign authors are analysed and systematized in the Master’s work. There was disclosed the conception of “organisational climate” in this paper. Upon the basis of the theoretical analysis the peculiarities of organisational climate were investigated at the IT company in Šiauliai. The “organisational climate test for Lithuania work organizations” used for the pilot testing and four dimensions of this test used for retest. There was checked the validity of short test (organistional values and culture) during the retest. The analysis of empiric data indicates the crisis of organizational climate of IT company therefore it needs the managerial intervention.
37
Bolskytė, Jurgita. "Organizacinio klimato raiškos ypatumai verslo ir biudžetinėje įstaigoje palyginimas: diagnostinis aspektas". Master's thesis, Lithuanian Academic Libraries Network (LABT), 2006. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2006~D_20060609_174145-93113.
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The aim of the authors of this thesis is to investigate the manifestation of organisational climate through carrying out a diagnostic research and using the test of organisational climate crisis (inventory) developed by Prof. G. Merkys’s research group. This master thesis analyses and systematizes the scientific literature sources of various Lithuanian and foreign authors about the culture of organisation, human resources, organisational climate and their significance for the organisation and its development. The research has been carried out at AB Šiaulių bankas, Šiauliai Branch and Šiauliai County State Tax Inspectorate, Šiauliai Division. The collected data was processed with the help of the SPSS software. Both scientific hypotheses formulated by the authors of this paper have been partially proved, i.e. the organisational climate in a business enterprise is favourable and does not require managerial intervention, whereas the climate in a budgetary institution is unfavourable thus necessitating managerial intervention.
38
Davidson, Michael Cameron Gordon, i M. Davidson@mailbox gu edu au. "Organisational climate and its influence upon performance: A study of Australian hotels in South East Queensland". Griffith University. School of Marketing and Management, 2000. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030102.103647.
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This study gathered data from 14 four to five-star hotels in South-East Queensland, Australia, in an attempt to examine the nature and degree of influence organisational climate has upon the performance of hotels. Employee perception of customer satisfaction was studied both as an index of performance and as an intervening variable between organisational climate and financial performance as indexed by revenue per available room (REVPAR). The data provided a description of a young, relatively gender balanced, well educated and trained work force which received relatively low levels of financial remuneration and displayed very high levels of turnover. A new instrument was used to measure the dimensions of organisational climate across the hotels. This instrument represented a modification of that presented by Ryder and Southey (1990), which itself was a modification of the 145 item psychological climate questionnaire of Jones and James (1979). The instrument represented a subset of 70 items of the Ryder and Southey instrument. Responses to all items within the instrument were on a 7 point anchored scale. Principal components analysis (PCA) produced results consistent with earlier versions of the instrument, which had been reported elsewhere. This analysis described organisational climate within the sample to be composed of 7 underlying dimensions; Leader facilitation and support, Professional and organisational esprit, Conflict and ambiguity, Regulations, organisation and pressure, Job variety, challenge and autonomy, Workgroup co-operation, friendliness and warmth, and Job standards. These dimensions were judged to be consistent with those reported earlier by Jones and James, and by Ryder and Southey. Poor support was found for the first structural model that proposed that employee demographic variables would affect organisational climate and that organisational climate would affect customer satisfaction (although the latter link was quite strong). The most important finding of the study was the support for a second structural model when it was found that variation in the 7 dimensions of organisational climate accounted for 30% of the variation in Employee Perception of Customer Satisfaction. Furthermore, that Employee Perception of Customer Satisfaction accounted for 23% of the variation in REVPAR between the hotels. Possible extensions of this study using direct measures of customer satisfaction and expanding it to include hotels of different star ratings are discussed.
39
Wolmarans, Janneke. "The effect of core ethical values on ethical leadership, organisational justice, ethical climate and leader effectiveness". Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/86357.
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Thesis (MComm)--Stellenbosch University, 2014.ENGLISH ABSTRACT: This study arose from a high need to determine the factors contributing to leader effectiveness in South African organisations by identifying the determinants thereof. The purpose of the study furthermore was to identify the determinants of unethical and counterproductive behaviours in the workplace. There is a belief that leaders should set aside ethical standards to succeed in the rough-and-tumble world of business. In contrast, evidence has revealed that ethical leaders can frequently be seen as more effective in organisations. Since the purpose of this study was to examine factors contributing to perceived leader effectiveness within South African organisations, the relationship between perceived effective leadership, ethical climate, organisational justice, ethical leadership and core ethical values was investigated. The aim was to provide further theoretical and empirical evidence that effective ethical leadership can be realised through instilling an ethical organisational climate in which integrity, altruism and fairness are exhibited and encouraged. A theoretical model was developed to explain the structural relationships between the latent variables and effective leadership within organisations. Substantive hypotheses were formulated in order to determine the validity of the propositions made in the literature review, with the objective of testing the proposed ethical climate structural model. The sample was selected from of employees of a large retail company mainly situated in the Western Cape but with branches all over South Africa and in the rest of Africa. The selection consisted of 224 first-line and middle management employees. Each of the respondents completed the Leader Effectiveness Questionnaire (LEQ), the Ethical Climate Scale (ECS), the Justice Scale, the Leadership of Ethics Scale (LES), the Revised Behavioural Integrity Scale (BIS-R) and Langley’s Value Scale. The hypotheses and the structural model were empirically tested using various statistical methods. Reliability analysis was completed on all the measurement scales and satisfactory reliability was found. The content and structure of the measured constructs were examined by means of confirmatory factor analysis and the results indicated that good fit was achieved for all the refined measurement models. Structural Equation Modelling (SEM) was subsequently used to determine the extent to which the conceptual model fitted the data obtained from the sample and to test the relationships between the constructs. The results revealed that integrity and altruism have a direct and positive influence on ethical leadership. Support furthermore was found for the influence of ethical climate on leader effectiveness. The results however indicated that support could not be found for the relationship between organisational justice and leader effectiveness. Conversely, it was found that ethical leadership has a direct and positive influence on leader effectiveness. In addition, organisational justice also exhibited a positive influence on ethical climate. On the other hand, ethical leadership did not have a positive influence on ethical climate. Finally, support was found for the influence of ethical leadership on organisational justice. Final conclusions were drawn from the results obtained and recommendations for future research are made.
AFRIKAANSE OPSOMMING: Hierdie studie het ontstaan uit ‘n dringende behoefte om die faktore wat bydra tot leier-doeltreffendheid in Suid-Afrikaanse organisasies te bepaal, deur die determinante daarvan te identifiseer. Verder was die doel van die studie om die determinante van onetiese en teenproduktiewe gedrag in die werkplek te identifiseer. Daar is ʼn bewering dat leiers hul etiese standaarde eenkant toe moet skuif om in die hedendaagse besigheidswêreld suksesvol te wees. In teendeel is dit egter bewys dat etiese leiers in organisasies dikwels as meer effektief beskou kan word. Met die doel van hierdie studie om die faktore te bestudeer wat bydra tot waargenome leier doeltreffendheid in Suid-Afrikaanse organisasies, is die verwantskap tussen waargenome leier doeltreffendheid, etiese klimaat, organisatoriese geregtigheid, etiese leierskap en kern etiese waardes in hierdie studie ondersoek. Die studie het gepoog om addisionele teoretiese en empiriese bewyse te lewer dat etiese leiers die persepsie van doeltreffende leierskap indirek kan beïnvloed deur die skep van ‘n etiese organisasieklimaat waarin integriteit, altruisme en billikheid ten toon gestel en bevorder word. ‘n Teoretiese model is ontwikkel om die strukturele verwantskappe tussen die latente veranderlikes en doeltreffende leierskap in organisasies te verklaar. Substantiewe hypotheses is geformuleer om sodoende die geldigheid van die voorspellings uit die literatuurstudie te bepaal. Die doel hiervan was om die voorgestelde etiese klimaat strukturele model te toets. Die steekproef het bestaan uit werknemers van ‘n groot kleinhandel maatskappy wat hoofsaaklik in die Wes-Kaap geleë is, maar takke regoor Suid-Afrika en in die res van Afrika het. Die steekproef is saamgestel uit 224 eerste-vlak en middel-bestuur werknemers. Elke respondent het die Leader Effectiveness Questionnaire (LEQ), die Ethical Climate Scale (ECS), die Organisational Justice Scale, die Leader of Ethics Scale (LES), die Revised Behavioural Integrity Survey (BIS-R) en die Altruism Scale ingevul. Die hipoteses en die strukturele model is empiries getoets met behulp van verskeie statistiese metodes. Betroubaarheidanalise is op al die metingskale uitgevoer en bevredigende betroubaarheid is gevind. Die inhoud en struktuur van die gemete konstrukte is deur middel van bevestigende faktor-ontledings ondersoek en die resultate het aangedui dat integriteit en altruisme ‘n direkte en positiewe invloed op etiese leierskap het. Ondersteuning is ook gevind vir die invloed van etiese klimaat op leier doeltreffendheid. Die resultate het egter aangedui dat ondersteuning nie vir die verband tussen organisatoriese geregtigheid en leier doeltreffendheid nie gevind kon word. Daarteenoor is daar gevind dat etiese leierskap ‘n direkte en positiewe invloed op leier doeltreffendheid het. Boonop het organisatoriese geregtigheid ook ‘n positiewe invloed op etiese klimaat getoon. Daarteenoor het etiese leierskap nie ‘n positiewe invloed op etiese klimaat gehad nie. Laastens is ondersteuning gevind vir die invloed wat etiese leierskap op organisatoriese geregtigheid het. Finale gevolgtrekkings is afgelei van die resultate wat verkry is en aanbevelings is vir toekomstige navorsing gemaak.
40
Davidson, Michael. "Organisational climate and its influence upon performance: A study of Australian hotels in South East Queensland". Thesis, Griffith University, 2000. http://hdl.handle.net/10072/367316.
Pełny tekst źródłaStreszczenie:
This study gathered data from 14 four to five-star hotels in South-East Queensland, Australia, in an attempt to examine the nature and degree of influence organisational climate has upon the performance of hotels. Employee perception of customer satisfaction was studied both as an index of performance and as an intervening variable between organisational climate and financial performance as indexed by revenue per available room (REVPAR). The data provided a description of a young, relatively gender balanced, well educated and trained work force which received relatively low levels of financial remuneration and displayed very high levels of turnover. A new instrument was used to measure the dimensions of organisational climate across the hotels. This instrument represented a modification of that presented by Ryder and Southey (1990), which itself was a modification of the 145 item psychological climate questionnaire of Jones and James (1979). The instrument represented a subset of 70 items of the Ryder and Southey instrument. Responses to all items within the instrument were on a 7 point anchored scale. Principal components analysis (PCA) produced results consistent with earlier versions of the instrument, which had been reported elsewhere. This analysis described organisational climate within the sample to be composed of 7 underlying dimensions; Leader facilitation and support, Professional and organisational esprit, Conflict and ambiguity, Regulations, organisation and pressure, Job variety, challenge and autonomy, Workgroup co-operation, friendliness and warmth, and Job standards. These dimensions were judged to be consistent with those reported earlier by Jones and James, and by Ryder and Southey. Poor support was found for the first structural model that proposed that employee demographic variables would affect organisational climate and that organisational climate would affect customer satisfaction (although the latter link was quite strong). The most important finding of the study was the support for a second structural model when it was found that variation in the 7 dimensions of organisational climate accounted for 30% of the variation in Employee Perception of Customer Satisfaction. Furthermore, that Employee Perception of Customer Satisfaction accounted for 23% of the variation in REVPAR between the hotels. Possible extensions of this study using direct measures of customer satisfaction and expanding it to include hotels of different star ratings are discussed.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Marketing and Management
Griffith Business School
Full Text
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Kennard, Jeremy James. "Curriculum, climate and collaboration : an illuminative investigation into the relationship between shared-learning, organisational climate and the potential for greater collaboration in health care settings". Thesis, University of Leeds, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.250564.
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Barreda, Marlène. "La création d’un « climat d’accountability » dans les hôpitaux publics français, entre légitimité(s) et influence(s) : une approche par la théorie néo-institutionnelle". Thesis, Montpellier, 2018. http://www.theses.fr/2018MONTD031.
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La recherche en contrôle a montré que le champ hospitalier français a subi de profonds changements, notamment à travers l’introduction de l’accountability. La conformité aux pressions institutionnelles pousse les organisations à s’orienter vers de nouveaux outils et principes pour renfoncer leur légitimité externe (Power, 2003). Cette même littérature a montré que l’accountability s’infiltre dans la sphère médicale et démontre des phénomènes d’hybridation de rôle chez les médecins hospitaliers, qui sont ainsi sensibilisés aux contraintes financières (Kurunmäki, 1999). La sphère administrative ne fait pas exception et subit également des pressions coercitives. L’objectif de notre thèse est de contribuer à cette littérature en analysant les effets et les rôles de l’accountability dans le secteur hospitalier public français sur la sphère médicale. Pour analyser ces effets, nous nous ciblons sur les dispositifs d’accountability tels que le reporting d’informations (audit financier, pratique budgétaire). Pour répondre à cette problématique, notre terrain s’est focalisé sur des entretiens semi-directifs et une approche ethnographique dans un CHU de grande taille. Premièrement, à travers une étude exploratoire qualitative menée auprès de 19 directeurs administratifs financiers (représentant 19 CHU/CH), nous montrons que l’accountability au travers de l’exemple de l’audit financier amène à des changements organisationnels et sert également à « rendre des comptes » aux parties prenantes externes (Agence Régionale de Santé, banques) mais aussi internes des organisations hospitalières. Nos résultats soulignent notamment que l’audit financier renforce la légitimité de la sphère administrative vis-à-vis de la sphère médicale. Deuxièmement, nous identifions à partir d’une approche ethnographique (observation non-participante et entretiens) menée dans un CHU des acteurs administratifs spécifiques, servant de vecteurs pour l’infiltration de l’accountability dans la sphère médicale : les Techniciens d’Information Médicale. Ces acteurs administratifs ont un rôle essentiel dans l’hybridation des médecins aux compétences gestionnaires, et les sensibilisent aux logiques financières. A travers le reporting de leur activité médicale, nos résultats mettent en lumière une atténuation du clivage traditionnel observé dans la littérature entre acteurs administratifs et corps médical. Nous montrons également que l’infiltration de l’accountability par d’autres agents administratifs spécialisés, tend à sensibiliser les médecins à la réduction de surplus, de slack présent dans la prise en charge des patients. Il s’avère que cette organisation hospitalière privilégie des dispositifs d’accompagnements afin de solliciter les médecins à intégrer de nouvelles responsabilités dans l’efficience de leur rôle. Notre étude montre que les médecins tentent désormais de trouver un équilibre afin d’articuler « logique patient » et logique gestionnaire. Pour cela, nos résultats soulignent une modification des protocoles de soins, du raisonnement ainsi que des valeurs des professionnels de santé qui concilient et promeuvent désormais le médico-économiqueHow are accountability measures used by actors in the administrative field? Consequently, which are the associated effects on workers in the health sector?Research in control has shown that the French hospital has undergone profound changes, notably through the introduction of accountability. Compliance with institutional pressure drives organizations to move towards new tools and principles that reinforce their external legitimacy (Power, 2003). The same literature has shown that accountability infiltrates the medical sphere and that a new phenomenon occurs: doctors adopt hybridization role in hospital. This hybridization creates doctors who are aware of financial constraints (Kurunmäki, 1999). The administrative sphere is no exception and is also subject to coercive pressure.The aim of our thesis is to contribute to this literature by analyzing the intra-organizational effects and roles of accountability on the medical logic in the French public hospital sector. To analyze these effects, we focus on accountability mechanisms such as information reporting (i.e. financial audit, budget practice). To answer this problematic, we use semi-structured interviews into French hospitals and we adopt an ethnographic approach of one large university hospital.Firstly, from a series of exploratory interviews with 19 financial administrative directors (in 19 public hospitals), we show that accountability through financial audit leads to organizational changes and also use to “give account” not only to external stakeholders (Regional Health Agency, banks) but also internal hospital organizations. Our results show that the financial audit reinforces the legitimacy of the administrative sphere towards the medical sphere.Secondly, we identify with an ethnographic approach (non-participant observation and interviews) in a UHC of specific administrative actors called “Medical coders” (i.e. actors serving as vectors for the infiltration of accountability in the medical sphere). These administrative members have a key role in hybridization of health professionals to management skills, and sensitize them to financial logics.Through the reporting of their medical activity, our results highlight an attenuation of the traditional cleavage observed in the literature between administrative members and the medical profession.Moreover, we show that the infiltration of accountability by others specialized administrative agents tends to sensitize doctors to the reduction of surplus, and the slack in the care of patients. It turns out that, the hospital organization favors support systems to make physicians integrate efficiency in their health role.Our result show that physicians are now trying to find a balance in order to articulate medical logic and managerial logic. For this, our study highlights a modification of care protocols as well as the reasoning and values of health professionals who reconcile and promote medico-economic logic.This thesis argues that the introduction of accountability within the French public hospital sector has intra-organizational effects on both the administrative and medical spheres and emphasizes that on the basis of the reduction of the organizational slack, the conflicts between medical and managerial logic are lessened
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Newnam, Sharon. "Multilevel organisational structure in the management of fleet safety". Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16316/1/Sharon_Newnam_Thesis.pdf.
Pełny tekst źródłaStreszczenie:
This thesis presents a program of research exploring the multilevel organisational structure of fleet safety management. The aim of this research was to investigate three current fleet safety initiatives, and individual and contextual factors influencing safe driving behaviour in a work vehicle. Three studies were conducted to achieve this aim. This research utilised a sample of employees from a range of Queensland Government agencies.-----
Study one evaluated three current fleet safety initiatives within the Queensland Government. From a sample of fleet co-ordinators (N=24) and drivers (N=88), this study established the extent to which specific psychological processes underlying the fleet safety initiatives were adopted, and the attitude change associated with their use. This study found mixed support for the Hypotheses, with the influence of the fleet safety initiatives on fleet co-ordinators' and drivers' attitude change being consistent with processes associated with the persuasive communication framework, and behaviour management. However, the study found no support for the behavioural management processes hypothesised to underlie the incentive scheme (CPP). The findings of the study suggested that while fleet safety initiatives can have an influence on fleet co-ordinator and driver attitude change, their impact depends on the extent to which safety issues are viewed as relevant, and the extent to which there is reinforcement within the organisational environment to support these safety initiatives. Therefore, the findings from this study, combined with existing research into the impact of safety climate, suggest the workplace context needs to be taken into account. For this reason, study two investigated the role of perceptions of the safety climate, in addition to individual attributes, as predictors of self-reported crash involvement.-----
Study two applied a framework incorporating driver attributes, including attitudes towards traffic safety and self-efficacy, and drivers' perceptions of the safety climate, as predictors of self-reported crashes in a work vehicle. Within this framework, drivers' perception of the safety climate, and their individual attributes were conceptualised as antecedents of driving performance, and driver safety motivation and knowledge mediated the relationship between these factors and self-reported crashes. A total of 385 drivers participated in this study, which found motivation to drive safely mediated the relationship between driver attributes and self-reported crashes. The initial analysis did not find a significant relationship between safety climate and safety motivation. However, posthoc analyses exploring this non-significant relationship found managerial safety values could be distinguished from other facets of the safety climate construct. Subsequently, the results indicated managerial safety values predicted safety motivation, when drivers perceived a strong safety climate. This study provided a more thorough understanding of the variables predicting driver behaviour at an individual level of analysis. However, a shortcoming is the study did not consider the various influences impacting on drivers' safety perceptions, and individual attributes within the context of the work environment.-----
Study three extended on the framework established in study two, and investigated the contribution of leader attributes to the prediction of drivers' safety perceptions, and individual attributes. The leader attribute measures, specifically, perceptions of the safety climate, motivation, knowledge, and work overload were collected from a sample of fleet co-ordinators (N=52) and supervisors (N=88). Through multi-level analyses, both supervisors and fleet co-ordinators were shown to influence the safety perceptions and individual attributes of individuals who drive work vehicles. Support was found for positive relationships between supervisor safety knowledge, and the individual attributes. However, there was a large amount of variation due to group membership unaccounted for by supervisor safety knowledge and the safety performance factors investigated within the supervisor groups. These findings suggested supervisors may not be interacting with drivers in relation to fleet safety matters, but that other factors associated with work group membership are having an impact on drivers' safety perceptions. In comparison, there was a small amount of variation accounted for by fleet co-ordinator group membership. However, the results suggested the fleet co-ordinator leader attributes accounted for a high percentage of this variation in group membership. Support was found for a positive relationship between fleet co-ordinator safety perceptions, and driver safety perceptions. Other results found fleet co-ordinators were engaging in higher workloads to enhance the safety perceptions, and attitudes towards traffic safety of drivers within their groups.-----
Overall, these studies establish a multilevel organisational process of effect, whereby individual and leader attributes, and organisational initiatives all play a role in influencing the safety performance of work-related drivers. The results also indicated an unclear structure in the management of fleet safety, as perceived by drivers, and through the roles and responsibilities of supervisors and fleet co-ordinators. The implications of these results for the management of fleet safety are discussed.
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Newnam, Sharon. "Multilevel organisational structure in the management of fleet safety". Queensland University of Technology, 2006. http://eprints.qut.edu.au/16316/.
Pełny tekst źródłaStreszczenie:
This thesis presents a program of research exploring the multilevel organisational structure of fleet safety management. The aim of this research was to investigate three current fleet safety initiatives, and individual and contextual factors influencing safe driving behaviour in a work vehicle. Three studies were conducted to achieve this aim. This research utilised a sample of employees from a range of Queensland Government agencies.-----
Study one evaluated three current fleet safety initiatives within the Queensland Government. From a sample of fleet co-ordinators (N=24) and drivers (N=88), this study established the extent to which specific psychological processes underlying the fleet safety initiatives were adopted, and the attitude change associated with their use. This study found mixed support for the Hypotheses, with the influence of the fleet safety initiatives on fleet co-ordinators' and drivers' attitude change being consistent with processes associated with the persuasive communication framework, and behaviour management. However, the study found no support for the behavioural management processes hypothesised to underlie the incentive scheme (CPP). The findings of the study suggested that while fleet safety initiatives can have an influence on fleet co-ordinator and driver attitude change, their impact depends on the extent to which safety issues are viewed as relevant, and the extent to which there is reinforcement within the organisational environment to support these safety initiatives. Therefore, the findings from this study, combined with existing research into the impact of safety climate, suggest the workplace context needs to be taken into account. For this reason, study two investigated the role of perceptions of the safety climate, in addition to individual attributes, as predictors of self-reported crash involvement.-----
Study two applied a framework incorporating driver attributes, including attitudes towards traffic safety and self-efficacy, and drivers' perceptions of the safety climate, as predictors of self-reported crashes in a work vehicle. Within this framework, drivers' perception of the safety climate, and their individual attributes were conceptualised as antecedents of driving performance, and driver safety motivation and knowledge mediated the relationship between these factors and self-reported crashes. A total of 385 drivers participated in this study, which found motivation to drive safely mediated the relationship between driver attributes and self-reported crashes. The initial analysis did not find a significant relationship between safety climate and safety motivation. However, posthoc analyses exploring this non-significant relationship found managerial safety values could be distinguished from other facets of the safety climate construct. Subsequently, the results indicated managerial safety values predicted safety motivation, when drivers perceived a strong safety climate. This study provided a more thorough understanding of the variables predicting driver behaviour at an individual level of analysis. However, a shortcoming is the study did not consider the various influences impacting on drivers' safety perceptions, and individual attributes within the context of the work environment.-----
Study three extended on the framework established in study two, and investigated the contribution of leader attributes to the prediction of drivers' safety perceptions, and individual attributes. The leader attribute measures, specifically, perceptions of the safety climate, motivation, knowledge, and work overload were collected from a sample of fleet co-ordinators (N=52) and supervisors (N=88). Through multi-level analyses, both supervisors and fleet co-ordinators were shown to influence the safety perceptions and individual attributes of individuals who drive work vehicles. Support was found for positive relationships between supervisor safety knowledge, and the individual attributes. However, there was a large amount of variation due to group membership unaccounted for by supervisor safety knowledge and the safety performance factors investigated within the supervisor groups. These findings suggested supervisors may not be interacting with drivers in relation to fleet safety matters, but that other factors associated with work group membership are having an impact on drivers' safety perceptions. In comparison, there was a small amount of variation accounted for by fleet co-ordinator group membership. However, the results suggested the fleet co-ordinator leader attributes accounted for a high percentage of this variation in group membership. Support was found for a positive relationship between fleet co-ordinator safety perceptions, and driver safety perceptions. Other results found fleet co-ordinators were engaging in higher workloads to enhance the safety perceptions, and attitudes towards traffic safety of drivers within their groups.-----
Overall, these studies establish a multilevel organisational process of effect, whereby individual and leader attributes, and organisational initiatives all play a role in influencing the safety performance of work-related drivers. The results also indicated an unclear structure in the management of fleet safety, as perceived by drivers, and through the roles and responsibilities of supervisors and fleet co-ordinators. The implications of these results for the management of fleet safety are discussed.
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Al-Sane, Nasser J. "Analysis of organisational climate to improve the adequacy of primary health care in the State of Kuwait". Thesis, Aston University, 1985. http://publications.aston.ac.uk/12144/.
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This study covers two areas of contribution to the knowledge, firstly it tried to investigate rigourously the relationships of a number of factors believed that they may affect the climate perception, classified into three types to arrive to prove a hypothesis of the important role that qualification and personal factors play in shaping the climate perception, this is in contrast with situational factors. Secondly, the study tries to recluster the items of a wide-range applied scale for the measurement of climate named HAY in order to overcome the cross-cultural differences between the Kuwaiti and the American society, and to achieve a modified dimensions of climate for a civil service organisation in Kuwait. Furthermore, the study attempts to carry out a diagnostic test for the climate of the Ministry of Public Health in Kuwait, aiming to diagnose the perceived characteristics of the MoPH organisation, and suggests a number of areas to be given attention if an improvement is to be introduced. The study used extensively the statistical and the computer facilities to make the analysis more representing the field data, on the other hand this study is characterised by the very highly responsive rate of the main survey which would affect the findings reliability. Three main field studies are included, the first one was to conduct the main questionnaire where the second was to measure the "should be" climate by the experts of MoPH using the DELPHI technique, and the third was to conduct an extensive meeting with the very top management team in MoPH. Results of the first stage were subject to CLUSTER analysis for the reconstruction of the HAY tool, whereas comparative analysis was carried on between the results of the second and third stages on one side, the first from the other.
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Turner, Gordon Neil. "Organisational climate and standards of nursing care : the administration of depot neuroleptic drugs to psychiatric out-patients". Thesis, University of Edinburgh, 1994. http://hdl.handle.net/1842/21576.
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The findings showed that nurses placed the greatest emphasis on issues related to drug injection techniques while the wider concerns of long term depot medication therapy, including monitoring drug side-effects and assessing general health and social well-being, were generally given a lower priority. Significant differences existed between the four Managerial Sectors of the main study area in terms of both the standards of nursing care observed and the Organisational Climates reported by nurses. The highest standards of care were found to exist in a Managerial Sector where nurses dealt with significantly smaller numbers of patients and where they had access to more comprehensive information. The relationship between Climate and standards of care was also found to be significant. Where there was a greater emphasis on innovation, standards of nursing care, and aspects of organisational structure, higher standards of nursing care were observed. The findings reveal important practical and theoretical concerns pertinent to the different standards of nursing care observed. The findings suggest that certain organisational characteristics appear to facilitate the delivery of a higher standard of nursing care. The utility of adopting an organisational approach in exploring nursing care issues is discussed. Recommendations for changes to the existing arrangements for depot drug administration within the study area are suggested.
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Saunders, Sue. "The organisational climate of preschools and associated characteristics : a study of a group of preschools in England". Thesis, Cardiff Metropolitan University, 2018. http://hdl.handle.net/10369/9566.
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This study investigated the organisational climate of 26 preschools in England using a multi stage mixed methods design. Data collection included an initial questionnaire administered to all preschools, followed by a second questionnaire and interview process focusing upon preschools at the opposite ends of the climate continuum (high climate n= 6, low climate n = 5). Using data from the Early Childhood Work Environment Survey, ECWES, (Bloom, 2010), preschool and staff variables showed no statistically significant association with the overall assessment of organisational climate. However, the data did reveal a significant statistical difference between staff from the high and low climate groups across each of the separate ECWES ten climate dimensions. In addition, there was a significant statistical difference between the perception of support staff and teachers in the low climate group across several climate dimensions. Questionnaire and interview data revealed low pay as a variable, which was perceived negatively by many staff. However, the processes which differentiated to the greatest extent between the high and low climate groups, on a day to day basis, were social and operational in nature. The high climate preschools had transparent and effective organisational processes in place, which created a strong social system, where subsystems within the school were connected. In this positive environment staff felt supported, and there was an atmosphere where all staff worked harmoniously together with a collective drive to address problems and adapt to change. Preschools with smaller staff numbers, and where there was a discrete educational focus upon early years, appeared best suited to achieving these ends. Future implications of this study appear twofold. The first suggests a need for greater communication across preschool subsystems for high levels of climate to be established. The second is a broader strategy and involves policy makers addressing the low levels of remuneration, and the heavy workload, which the constant drive for change has created for many staff. While the effective management and operational systems within high climate preschools were found to mitigate against such external challenges, where these systems were not in place organisational climate was negatively impacted upon.
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Farrag, Hammad Rasha Hammad. "The influence of organisational climate and cognitive style on entrepreneurial behaviour in large sized organisations and the mediating roles of self-efficacy and perceived organizational support". Thesis, University of Hull, 2011. http://hydra.hull.ac.uk/resources/hull:5378.
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Clark, Moira. "The relationship between employees' perceptions of organisational climate and customer retention rates in a major UK retail bank". Thesis, Cranfield University, 2000. http://hdl.handle.net/1826/3520.
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There has been increasing interest in the field of customer retention in the last two
decades. Much of that interest has focused on the economics of customer retention and
developing plans and strategies for companies to follow to improve customer
retention. There has been little research into what determines customer retention,
particularly from the perspective of organisational climate. The purpose of this study,
therefore, is to examine the relationship between employees' perceptions of
organisational climate and customer retention in a specific service setting.
The methodology adopted for this study is a 'within method' triangulation approach,
which uses predominantly qualitative research techniques, supported by quantitative
research methods. The foundation of the research design is a set of six case studies of
bank branches selected from the network of a major UK retail bank. The branches are
similar to each other in every respect, except that three have high customer retention
rates and three have low retention rates. The main source of data is semi-structured
interviews with a representative sample of six employees from each bank branch. This
data is supported by survey data from a questionnaire that was completed by an the
staff in all six branches. This questionnaire was also used as a platform from which to
conduct the semi-structured interviews. Cross-case analysis between the two sets of
branches is undertaken using the 'stacking comparable cases' approach, in order to
systematically compare and contrast the differences between the high and low retairuing
branches.
The findings from the study show that there is a relationship between employees'
perceptions of organisational climate and customer retention at a micro-organisational
level. It shows that organisational climate can be sub-divided into five climate themes
and that within each climate theme there are dimensions which are critical to customer
retention and others which are less critical or irrelevant. Finally, the study highlights
that it is the climate themes and dimensions taken together that form the climate for
6customer care' and not the individual themes and dimensions.
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Koch, Timothy C. "Organisational climate and its effect on job engagement: exploring the mediating effect of employees level of job satisfaction". Master's thesis, University of Cape Town, 2013. http://hdl.handle.net/11427/6837.
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This study examined two under-researched organisational climate facets, integration and family-focused supervisor support, as predictors of employees' job engagement. It further set out to explore the extent to which job satisfaction mediated these relationships. Results were based on self-reported survey data from 226 South African employees in the publishing, distribution and advertising industries. Standard multiple regression analysis showed that climates of both integration and family-focused supervisor support were significant predictors of job engagement. Baron and Kenny's four-step approach to mediation revealed that job satisfaction fully meditated the relationships between each of the organisational climate facets and job engagement. Implications for organisational climate research and managers are discussed.