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1
Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.
Повний текст джерелаАнотація:
Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
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Joshi, Marjo Susanna. "Holistic design of online degree programmes in higher education – a case study from Finland." International Journal of Educational Management 36, no. 1 (November 9, 2021): 32–48. http://dx.doi.org/10.1108/ijem-12-2020-0588.
Повний текст джерелаАнотація:
PurposeThe purpose of this paper is to present design principles for holistic design of online degree programmes (ODPs) in higher education (HE). The study adds to previous research on online programme design by examining how the digital competence and pedagogical strategy of a HE organisation can inform holistic ODP design.Design/methodology/approachThis paper presents a case study placed in the context of a Finnish applied HE organisation. Design-based research (DBR) process is used to create holistic design principles for new ODPs. Theoretical framework for the study is digitally competent organisation (Kampylis et al., 2015) and pedagogical strategy is innovation pedagogy (Kettunen et al., 2013).FindingsDesign principles for pedagogically informed holistic design of ODPs are presented as a three-tiered model comprising organisational, pedagogical and ODP layers. Each layer includes various principles for holistic design to integrate an organisation's pedagogical strategy in a digitally competent context to create quality ODPs.Research limitations/implicationsThe paper presents a case study from a HE organisation in Finland, but results are applicable to a wider global audience.Practical implicationsAs a contribution to practitioners, this paper presents a three-tiered holistic design of ODP in HE organisation, where the design principles are categorised in organisational, pedagogical and ODP design layers. In addition, suggestions to managers, instructional designers and educators are made for the holistic design of ODPs.Social implicationsBuilding the sense of community in ODPs and offering continuous support in pedagogy and technology are valuable for the well-being of the staff, students and the wider society.Originality/valueThe paper draws relationships between holistic design of ODPs, digital competence and pedagogical strategy. The paper provides managerial and operational viewpoints to managers, administrators and educators of HE organisations that plan to create new ODPs with a holistic focus on the educational organisation, its pedagogical strategy and digital competence. Recommendations for further development, possible applications and research of ODP education are made.
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Mayuri-Ramos, Elizabeth, Angel Gabriel Melendez-Villanueva, Yuri Vanessa Conde-Beltran, Woendy Peralta-Ugaz, and Franklin Cordova-Buiza. "Factors of job satisfaction that influence organisational behavior: A correlational analysis in event companies." International Conference on Tourism Research 6, no. 1 (May 26, 2023): 186–93. http://dx.doi.org/10.34190/ictr.6.1.1115.
Повний текст джерелаАнотація:
Organising an event is a process that integrates agents from various tourism sectors such as restaurants, hotels, travel agencies and transportation companies; and as in any organisation, it requires an adequate management of its human resources. Organisational behavior defines the way in which people act in the organisation and the impacts it generates; the key to a company's success is to generate a solid organisational culture that allows a positive organisational behavior within the company and that achieves that the collaborators provide greater productivity and profitability to the company. The purpose of this research is to determine the relationship between organisational behaviour and job satisfaction in a company that organises events in Lima, capital of Peru. The research has a correlational, cross-sectional and non-experimental design; the sample consisted of 20 employees, the type of sampling was census and the technique used was the survey. The data was processed and analysed by the SPSS program, using descriptive and inferential statistics. The results show that 55% of the collaborators indicate that there is a good organisational climate in the company, which is reflected in the behaviour of the workers; also, 50% have a high level of job satisfaction in the organisation where they work. A correlation level of 0.976 and sig = 0.00 < 0.05 were obtained as a result, showing the correlation between the variables. It is concluded that organisational behaviour maintains a direct and significant relationship with job satisfaction in the study group.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.
Повний текст джерелаАнотація:
AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Barnard, Peter Alexander. "Developing secondary schools as learning organisations: a systemic contribution." International Journal of Educational Management 36, no. 3 (March 1, 2022): 233–46. http://dx.doi.org/10.1108/ijem-03-2021-0100.
Повний текст джерелаАнотація:
PurposeThe purpose of this paper is threefold: first, to explain the link between traditional same-age school structure and the impact this has on a school’s capacity for individual and organisational learning; second, to explain why attempts to develop schools as learning organisations (LOs) invariably reify existing structures and practice, and finally, to provide an example of how and why schools that have adopted a multi-age form of organisation, a vertical tutoring (VT) system, have stumbled upon an embryonic form of LO.Design/methodology/approachThis conceptual paper draws on a critical review of the LO literature and its defining characteristics. The paper adopts a multi-disciplinary approach combining autopoiesis and complexity science to explore differences in learning capacity between traditional same-age schools (year or grade-based structure) and schools that have transitioned to multi-age organisation (vertical tutoring system).FindingsThe traditional form of same-age organisational “grammar” used in secondary schools is highly resistant to change, and any attempts at reform that fail to focus on organisation only reify existing systemic behaviour. VT schools change their form of organisation enabling them to create the capacity needed to absorb the unheard voices of participant actors (staff, students, and parents) and promote individual and organisational learning (constituent features of the LO).Originality/valueThis conceptual paper argues that for secondary schools to develop any semblance of an LO, they must abandon the restrictions on learning caused by their same-age form of organisation. The VT system provides the kind of organisational template needed.
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Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (November 28, 2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.
Повний текст джерелаАнотація:
PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private and public organisations.FindingsManagement change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.Originality/valueThis paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.
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Pekkola, Sanna, Sanna Hildén, and Johanna Rämö. "A maturity model for evaluating an organisation’s reflective practices." Measuring Business Excellence 19, no. 4 (November 16, 2015): 17–29. http://dx.doi.org/10.1108/mbe-05-2014-0011.
Повний текст джерелаАнотація:
Purpose – This study aims to examine how to measure and evaluate the level at which the management control system of the organisation supports reflective practices. Though the literature on management control has recently recognised the value of reflection as a tool for organisational learning, there are few practical means of analysing the management control system alongside reflective activity. To improve and develop reflective practices for more comprehensive and systematic utilisation, the management control system has to support these practices. Design/methodology/approach – The study is based on the current literature on reflection, reflective practices and management control and the pulling together of these three areas to determine how the evaluation and measurement of reflective practices should be organised. Based on that, the maturity model for measuring how the management control system supports reflective practices is elaborated. The empirical data testing the maturity model was collected from three case organisations. Findings – As its main contribution, the study composes a maturity model for evaluating the stage of reflective practices within organisations/an organisation. The existing literature does not present models or frameworks for evaluating the maturity of this kind of competence development activity. The presented model has many advantages that make it useful for pragmatic assessment and facilitation of competence development processes. Practical implications – As a practical tool, the maturity model helps to prioritise development actions when there is a need to enforce creative thinking (transformative learning) and sense-making within the organisation. Because an organisation cannot implement all the best practices in one phase, the maturity model can be used to introduce them in stages. Originality/value – The study advances one way of defining measures for reflective practices such that they are led from the literature on such practices. In addition, the study composes a maturity model for evaluating an organisation’s stage of reflective practice. Before an organisation can develop and manage its reflective practices or identify necessary changes, the current state of its reflective practices should be analysed.
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Nanayakkara, Kusal, Sara Wilkinson, and Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture." Journal of Management & Organization 27, no. 6 (November 2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.
Повний текст джерелаАнотація:
AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
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Latha. D. S, Latha D. S., and Dr P. Jaya Kumar. "Organisation Citizenship Behavior Among The Employees in Automobile Industry." International Journal of Scientific Research 2, no. 2 (June 1, 2012): 224–26. http://dx.doi.org/10.15373/22778179/feb2013/74.
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Crossman, Joanna E. "Being on the outer: The risks and benefits of spiritual self-disclosure in the Australian workplace." Journal of Management & Organization 21, no. 6 (March 4, 2015): 772–85. http://dx.doi.org/10.1017/jmo.2015.6.
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AbstractSelf-disclosure has been connected to a number of organisational benefits such as increased motivation, trust building, employee well-being, organisational identification, the communication of organisational values and commitment. Curiously, however, little work about self-disclosure has been published in management and organisation journals and still less that is concerned with spiritual self-disclosure, despite increasing employee diversity as globalisation intensifies.This paper reports on the analysis of semi-structured, qualitative, interview data collected from 40 Australian managers and professionals. The findings reveal that spiritual self-disclosure was largely perceived as taboo, ‘risky’ and stigmatising with the potential for negative consequences. These risks are all captured in the concept of being on the outer, a metaphor denoting marginalisation from the social, cultural and spiritual identity of the organisation. In contrast, ‘safe’, inclusive organisational cultures are likely to encourage spiritual self-disclosure and the benefits it can bring to employees, managers and organisations.
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Fennimore, Anne K. "Munchausen syndrome by proxy: perpetual organisational illness and therapy." International Journal of Organizational Analysis 25, no. 1 (March 13, 2017): 62–79. http://dx.doi.org/10.1108/ijoa-01-2016-0964.
Повний текст джерелаАнотація:
Purpose This paper aims to adapt the medical phenomenon of Munchausen syndrome by proxy (MSBP) to an organisational context. Specifically, MSBP serves as a novel metaphor to describe the tendency for the organisation and the leader to perpetuate cycles of illness and therapy. Design/methodology/approach A conceptual metaphor is proposed based on the clinical description of MSBP. A perpetual feedback model emphasises a constant cycle of illness and therapy among leaders and organisations, often fabricated by a narcissist through destructive management. Findings The metaphor presented suggests that the role of deception is important for understanding why therapeutic approaches are often unnecessary, highly disruptive and administered by a destructive leader who possesses the power to alienate or dismiss non-corroborative organisational members. The implications of continuously passing illness between the leader and the organisation are a state of organisational disequilibrium and the manufacture of depersonalised, ill members. Originality/value This conceptual paper adds to the growing body of literature on behavioural strategy and contributes to the fields of organisational psychology, organisational analysis, management and employee relations.
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Antonacopoulou, Elena P., Christian Moldjord, Trygve J. Steiro, and Christina Stokkeland. "The New Learning Organisation." Learning Organization 26, no. 3 (April 8, 2019): 304–18. http://dx.doi.org/10.1108/tlo-10-2018-0159.
Повний текст джерелаАнотація:
Purpose This paper aims to revive the old idea of the Learning Organisation by providing a fresh conceptualisation and illustration. The New Learning Organisation is conceptualised, focussing on the common good through responsible action. It is positioned as responding to the VUCA (Volatility, Uncertainty, Complexity and Ambiguity, Bennett and Lemoine, 2014) conditions with a VUCA approach to Learning Leadership fostering Institutional Reflexivity and High Agility Organising . Design/methodology/approach The paper presents a new organisational learning framework – the 8As – Sensuous Organisational Learning framework. It illustrates the operationalisation of this framework in PART II through the educational practices and learning culture of the Norwegian Defence University College, Royal Norwegian Air Force Academy’s (RNoAFA) approach to growing (Military) leaders. Findings The Sensuous Organisational Learning – 8As – framework illustrates how attentiveness, alertness, awareness, appreciation, anticipation, alignment, activation and agility form an integral part of the New Learning Organisation. Their unique contribution as aspect of a Sensuous Organisational Learning framework is that they explicate how the three principles of Institutional Reflexivity, High Agility Organising and Learning Leadership can be operationalised to serve the common good. Research limitations/implications The paper presents a novel way of reviving the Learning Organisation beyond an ideology as a practical approach to responding to VUCA conditions. It introduces a new learning theory and injects a fresh perspective in our understanding of the role and impact of learning in the workplace. Practical implications By focussing on Learning Leadership practices that extend previous Organisational Learning frameworks, The New Learning Organisation promoted here focuses on responsible action to serve the common good through Institutional Reflexivity and High Agility Organising. Social implications By focussing on how the common good can be better served, the New Learning Organisation becomes a mantra for social change to identify the higher purpose that social actions must serve. Originality/value The need for fresh contributions in the Organisational Learning debate is long overdue. This paper marks a new chapter in Organisational Learning research and practice by demonstrating the value of sensousness as a foundation for improving the practical judgements across professional practices.
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Moore, Sian, Steve Jefferys, and Pierre Cours-Salies. "Why do Europe's unions find it difficult to organise in small firms?" Transfer: European Review of Labour and Research 13, no. 1 (February 2007): 115–30. http://dx.doi.org/10.1177/102425890701300110.
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This article explores the barriers to union membership and organisation at workplace level in SMEs across Europe. It shows that the nature of social relations in SMEs makes the articulation of grievances a high risk strategy for workers and militates against the identification of collective interests as a basis for organisation. However, SMEs are dynamic organisations and organisational change can alter the conditions for representation. The article highlights the key importance of ‘pro-voice’ workers, with a collective frame of reference, for unionisation at workplace level. The general absence of such workers in SMEs compounds the problems faced by unions in addressing union renewal in the growth areas of the EU economy
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Barnard, Peter A. "Secondary school structure, organisational learning capacity and learning organisations: a systemic contribution." International Journal of Educational Management 34, no. 8 (May 7, 2020): 1253–64. http://dx.doi.org/10.1108/ijem-01-2020-0037.
Повний текст джерелаАнотація:
PurposeThe purpose of this paper is to explain the influence of a school's operational structure on organisational learning capacity (OLC), and how this either supports or disables any aspiration as a learning organisation.Design/methodology/approachTwo organisational working models are described, one based on same-age structure and another that uses multi-age organisation. These are systemically examined to test for OLC and subsequent potential to develop as learning organisations.FindingsSchools using same-age organisational structure have restricted feedback mechanisms that inhibit their ability to develop OLC. Schools that have adopted multi-age structures have extensive information feedback mechanisms; consequently, they have a higher OLC and the potential to develop as a quasi learning organisation.Practical implicationsThis paper intervenes at a time when interest in the concepts of OLC, transformative learning, and the idea developing schools as learning organisations is increasing. The danger of this development is to repeat the reformational mistakes of the past by failing to reflect on ingrained organisational assumptions. This paper encourages schools to reflect on their organisational strategy.Originality/valueThis paper fills a gap in the research literature by offering a practical analysis of two organisational systems, to show how structure impacts on OLC and aspirations to develop as a learning organisation.
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Yusliza, Mohd Yusoff, Juhari Noor Faezah, Nora’aini Ali, Noor Maizura Mohamad Noor, T. Ramayah, M. Imran Tanveer, and Olawole Fawehinmi. "Effects of supportive work environment on employee retention: the mediating role of person–organisation fit." Industrial and Commercial Training 53, no. 3 (October 30, 2020): 201–16. http://dx.doi.org/10.1108/ict-12-2019-0111.
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Purpose This study aims to examine the relationships for the following: supportive work environment, person–organisation fit and employee retention among academic staff in one of the Malaysian public universities. Design/methodology/approach This study used a conceptual framework to assess the direct impacts of supportive work environment (i.e. perceived climate, supervisory relationship, peer group interaction, perceived organisational support), person–organisation fit and employee retention. A self-administered questionnaire was distributed to 225 respondents. Findings The findings present the mediating influence of person–organisation fit on the relationships between supportive work environment and employee retention. The results reveal a direct and positive relationship between supportive work environment and academic staff retention. These results imply that individuals’ perceived towards an organisation can influence their decision to stay at the university. Research limitations/implications This study had filled in the knowledge gap about the role of supportive work environment with person–organisation fit and the relationship for employee retention in Malaysia. Previous research emphasised on organisations’ role in employee retention and engagement in the manufacturing and service industry. Originality/value The findings of this study reveal how a supportive work environment can impact employee retention among academic staff. Specifically, the person–organisation fit describes the relationship between supportive work environment and employee retention.
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Alias, Mazni, Chew Kok Wai, Zauwiyah Ahmad, and Abdul Mutalib Azim. "Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?" International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 960. http://dx.doi.org/10.14419/ijet.v7i4.38.27617.
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This study aims to develop a theoretical model of the determinants of workplace deviant behaviour among Malaysia hotel employees. From our extensive reviews, we found that organisational-related factors are potential in predicting hotel employee’s deviant behaviour. We established that organisational justice, trust in management, work autonomy, organisational constraint and organisational ethical climate as the organisational-related factors potential to influence deviant behaviour. Practical involvements of HR professionals were recommended to support organisation in eradicating deviant behaviour at workplace.
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Yadav, Bhagwan Dutta, Hugh R. Bigsby, and Ian MacDonald. "Elitism: normative ethics of local organisation in community-based natural resources management." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 932–55. http://dx.doi.org/10.1108/ijoa-06-2015-0873.
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Purpose Local organisations have been established on participatory approach whose central purpose is to establish development activities bringing about positive change as four pillars of developments: to establish decentralised robust local organisation for sustainable forest management to enhance livelihood of rural people, to meet the forest products basic needs of local people, targeted interventions for poverty alleviation and social mobilisation initiatives and biodiversity conservation climate change mitigation and adaptation. Design/methodology/approach Local organisational elites designed/conceptualised the concept, where it can be operated organisationally and in local organisational context that provides new ways and methods to develop conceptual framework (Table I), which sheds light on involvement of poor and underprivileged members in decision-making process and distribution of benefit on equity basis. Findings The findings will lead to a positive change through the organisational elite model through both reorganising organisations and restructuring of power with change in the society and reduce the impact of rational choices, vested interests of elites (leaders of local organisation) and political factors, which are otherwise playing a game or tragedy of commons. Research limitations/implications Because of the limited resources and time, the authors are unable to verify it on the other development line agencies such as drinking water scheme, livestock, health and cooperative. Practical implications It considerably appears that the impacts are very sound to conclude from the review of above models of elites that provide a very clear understanding and useful conceiving lens to formulate how participation occurs in the executive committee of the community forestry user groups (CFUG) and community-based organisations based on three key elements. First are the caste and the caste structure of the community. Second is the wealth status of the individual, and third is power created both from wealth and caste. This should be determined from the local organisational elite model (Table I) about the nature of interactions on the executive of the CFUGs and other vehicles of local community-based development organisations. Social implications Local organisations will provide an opportunity in reality to both elites and non-elites to considerably change, make aware and create a realistic situation to determine the dialectical opportunity to develop relationship, interaction and configuration between elite and non-elite members both outside and inside of the local organisations. Originality/value It has not been found in literatures yet such sort of concept developed in development field particularly in the development activities performed by participation of local users. Hence, it is certainly original conceptual framework.
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Ampofo, Emmanuel Twumasi, Alan Coetzer, and Paul Poisat. "Relationships between job embeddedness and employees’ life satisfaction." Employee Relations 39, no. 7 (November 6, 2017): 951–66. http://dx.doi.org/10.1108/er-10-2016-0199.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to explore relationships between organisation embeddedness and life satisfaction, and community embeddedness and life satisfaction. The study also examined relationships between each sub-dimension of organisation embeddedness and community embeddedness and life satisfaction. These sub-dimensions are “links”, “fit” and “sacrifice”. Design/methodology/approach Data were collected from 549 employees in organisations located in four major business centres in South Africa. The data were analysed using structural equation modelling. Findings Both organisation embeddedness and community embeddedness were positively related to life satisfaction. Regarding the sub-dimensions of organisation embeddedness, only organisation fit and sacrifice were positively related to life satisfaction. As regards the sub-dimensions of community embeddedness, only community fit was positively related to life satisfaction. Practical implications Adopting practices which embed employees in the organisation and communities where they live is potentially beneficial for both organisations and employee well-being. Originality/value The bulk of research on job embeddedness (JE) and work-related outcomes has focussed on benefits for the organisation. The effects of embeddedness on employee well-being have been largely overlooked. The current study is an attempt to redress this imbalance in JE research.
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Viitala, Riitta, and Jenni Kantola. "Temporary agency workers shake a work community: a social capital perspective." Employee Relations 38, no. 2 (February 8, 2016): 147–62. http://dx.doi.org/10.1108/er-01-2015-0012.
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Purpose – The purpose of this paper is to investigate the kinds of effects that using a temporary agency workforce may cause on an organisational level, especially on relations between employees. In this study the authors explore the organisation as a community, leaning on the theory of social capital. Design/methodology/approach – The data were gathered via semi-structured interviews with 18 temporary agency workers and five employees in permanent positions. Discourse analysis with some degree of pragmatism was employed in comprehending the speech of the interviewees. Findings – The position of agency workers may be problematic from the perspective of social capital formulation in a work organisation. The short duration of contracts and different conditions of employment shake relations in a work group. Agency workers may also be outside the information flows. Additionally the norms and rules may be different for temporary and permanent employees and thus cause confusion. Research limitations/implications – The findings will hopefully provoke researchers to investigate the effects of using a temporary agency workforce in different organisational contexts. In addition, the study indicates that the theory of social capital is fruitful for investigating the topic on the organisational level. Practical implications – The use of agency workforce should be considered comprehensively in organisations. Its effects on work organisations may be conflicting. If temporary agency workers are needed as interim help, HRM practices should be developed in order to minimise the potential problems in terms of social capital. Originality/value – The study adopted an organisational perspective on the agency workforce, which is still rare in studies on the topic.
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Farzaneh, Jaleh, Ali Dehghanpour Farashah, and Mehdi Kazemi. "The impact of person-job fit and person-organization fit on OCB." Personnel Review 43, no. 5 (July 29, 2014): 672–91. http://dx.doi.org/10.1108/pr-07-2013-0118.
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Purpose – Drawing upon the social exchange theory and empowerment theory, the purpose of this paper is to investigate the effect of perceived person-environment fit on organisational citizenship behaviour (OCB). Furthermore, this study assesses the roles of organisational commitment and psychological empowerment (PE) in this relationship. Design/methodology/approach – Respondents of this study were employees of the Iran Northeast Gas Transfer Company. Data were collected through conducting a survey on 500 employees, of which 412 questionnaires were used for further analysis. Confirmatory factor analysis, structural equation modelling, Baron and Kenny's (1986) procedure for examining mediator effect, and finally Zhao and Cavusgil's (2006) technique of evaluating moderator effect were utilised for the analyses. Findings – Results indicated that organisational commitment acts as a mediator between person-job (P-J) fit and person-organisation (P-O) fit and OCB. PE acts as a moderator between organisational commitment and OCB. Practical implications – This research has implications for approaches to human resource management in organisations. Originality/value – This study empirically synthesises the joint effect of P-O fit and P-J fit on a behavioural variable (OCB) in the social context of organisation and explains the mechanism of the effect. The pattern of relationships tested is relatively novel.
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FAEZAH, Juhari Noor, Mohd Yusoff YUSLIZA, Yusoff Noor AZLINA, Jumadil SAPUTRA, and Wan Kassim WAN ZULKIFLI. "Developing a Conceptual Model to Implement the Employee Ecological Behavior in Organisations." Journal of Environmental Management and Tourism 13, no. 3 (June 3, 2022): 746. http://dx.doi.org/10.14505/jemt.v13.3(59).14.
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Sustainability is a concern that has been discussed in many global conferences, mainly in the educational domain. Recently, the world has witnessed a growing interest among education organisations in adopting green practices and environmental management. In general, environmental sustainability at the organisation level is greatly dependent on individual‐level ecological behaviour. Based on the social identity theory where the corporate strategy has a psychological influence on the behaviour of employees in an ecological context, the current study aims to analyse the effects of green human resource management (HRM) on the employee ecological behaviours (EEB), coupled with the mediating roles of psychological green climate and organisational identification, via the moderation effect of green consciousness. It is expected that the finding of this research will shed new insights into developing a comprehensive model for the assessment of EEB that can influence the environmental management (EM) initiatives being implemented in the organisations. The research output contributes to the enhancement of knowledge on employee behaviour from an ecological perspective in a workplace.
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Eniola*, Sule Olatunji, and Omoankhanlen Joseph Akhigbe. "Green Human Resource Management Practices and ProEnvironmental Behavior of Knowledge Workers in Selected Private Organisations in Ogun State, Nigeria." Journal of Business Strategy Finance and Management 04, no. 01 (June 8, 2022): 111–23. http://dx.doi.org/10.12944/jbsfm.04.01.09.
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This study investigated how green human resources management practices (GHRMP) related to pro-environmental behaviour (PEB) of knowledge workers in selected organisations in Ogun State, Nigeria. All the knowledge workers in the selected private organisations formed the population but for convenience and guide against contravening government social distancing rule of COVID-19, the questionnaire were sampled via email on twenty-five (25) knowledge workers in each of the six (6) organisations studied. The sample used was 150 knowledge workers. Questionnaires were administering on respondents in each of the chosen organisation. Hypotheses were tested with Pearson Product Moment Correlation. Findings indicated that positive relationship amongst GHRMP and PEB and it was rightly recommended that every organisation must encourage green human resource management that will improve its workforce pro-environmental behaviours.
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Na-Nan, Khahan, Peerapong Pukkeeree, Ekkasit Sanamthong, Natthaya Wongsuwan, and Auemporn Dhienhirun. "Development and validation of counterproductive work behaviour instrument." International Journal of Organizational Analysis 28, no. 3 (December 12, 2019): 745–63. http://dx.doi.org/10.1108/ijoa-04-2019-1748.
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Purpose Counterproductive work behaviour (CWB) is a type of behaviour of an individual that works against an organisation or employer, and he/she is usually discretionary (i.e. individuals make conscious choices as to whether they want to commit aberrant work behaviour). To deal with CWB in different contexts, organisations need to both understand and continually measure their employees in terms of behaviour and work. This study aims to develop an instrument to measure CWB for small and medium-sized enterprises in Thailand. Design/methodology/approach The study was conducted in three stages to develop a measurement scale for CWB. First, 27 questions were developed as a questionnaire based on concepts and theories of CWB and then verified using exploratory factor analysis with three CWB dimensions, namely “poor behaviour”, “misuse of organisational resources” and “inappropriate communication”. The questionnaire surveyed a total of 386 individuals working in SMEs. Finally, confirmatory factor analysis (CFA) and convergent validity were examined following the three CWB dimensions. Findings Three dimensions were developed to measure CWB, including aspects of poor behaviour, misuse of organisational resources and inappropriate communication. Practical implications The CWB questionnaire has practical use for assessing employee behaviour and can assist organisations and practitioners to better understand the CWB of employees. This know-how will help practitioners to assess employee behaviour and can be used to manage or develop this into good behaviour as valued members of the organisation. Originality/value The validity of the CWB questionnaire questions will facilitate the future research on the boundaries with CWB assessments spanning different SMEs contexts. Empirical study results validated that CWB measurement offered new perspectives to explore vital employee behavioural deviation that are necessary for the inspection employee behavioural deviation. This instrumental support will also help researchers to effectively understand CWB and explore its potential in future studies.
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Salminen, Hanna, Mika Vanhala, and Pia Heilmann. "Work-related attitudes as antecedents of perceived individual-, unit- and organisation-level performance." International Journal of Organizational Analysis 25, no. 4 (September 4, 2017): 577–95. http://dx.doi.org/10.1108/ijoa-05-2016-1028.
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Purpose The purpose of this paper is to the debate on employees’ subjective performance evaluations by examining how organisational commitment and job satisfaction are related to perceived performance at the individual, unit and organisation levels. Design/methodology/approach Quantitative survey data were collected from two large corporations in Finland: one operating in the field of information and communications technology and the other in the forestry industry. The partial least squares (PLS) method was used for the data analyses. Findings Both job satisfaction and organisational commitment had a positive effect on employees’ perceived individual-, unit- and organisation-level performance. These effects were the strongest at the organisation level. Originality/value To date, limited attention has been paid to perceived individual-, unit- and organisation-level performance as a consequence of organisational commitment and job satisfaction.
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Colaco, Beverly, and Natasha M. Loi. "Investigating the relationship between perception of an organisation’s ethical culture and worker motivation." International Journal of Organizational Analysis 27, no. 5 (November 4, 2019): 1392–408. http://dx.doi.org/10.1108/ijoa-08-2018-1511.
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Purpose This study aims to examine whether an individual’s perception of the ethical culture of their organisation could be used to predict their work motivation. Design/methodology/approach Using the corporate ethical virtues model as a foundation, the role of distributive justice was explored through the development of a composite measure for assessing ethical organisational culture. The resulting six-factor solution was then used. Australian employees (N = 330; Mage = 38.40) completed an online survey examining perceptions of ethical culture, distributive justice and work motivation. Findings Results indicated that higher work motivation was associated with a higher perception of an organisation’s ethical culture. Additionally, the six dimensions of ethical culture accounted for significant variance in worker motivation, with factors relating to congruency of peers, clarity and feasibility being the best predictors. Originality/value This study provides useful cues for future research and interventions enabling organisations to take a more targeted approach to influence their ethical culture and, consequently, an individual’s motivation to work.
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Channuntapipat, Charika. "Assurance for service organisations: contextualising accountability and trust." Managerial Auditing Journal 33, no. 4 (April 3, 2018): 340–59. http://dx.doi.org/10.1108/maj-06-2017-1588.
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Purpose A number of organisations outsource their information systems and information technology infrastructure to a type of organisation called a “service organisation”. In the current business environment, where cyber risks are increasing, it is important to have a mechanism to ensure the credibility of these service organisations. This paper, therefore, aims to understand the contextualisation of accountability and trust of related organisations through the use of assurance engagements. Design/methodology/approach This paper is conceptual in nature; however, textual data sources are used to support the theorisation of accountability and trust in the context of companies using service organisations. It uses publicly available assurance reports and related assurance standards for observing the accountability mechanism in practice, to understand the purpose of the assurance. Findings Assurance statements for service organisations mainly provide reputation-based, not contract-based, accountability. Limited access to the assurance reports and limited responsibility of service auditors potentially decrease the degree of this reputation-based accountability. The findings reveal a potential accountability paradox regarding the role of assurance practice, as to whether it serves as a managerial tool to build trust or as an accountability mechanism for stakeholders. Originality/value This paper extends the understanding of accountability and trust in the context of this unconventional form of organisational relationship. It urges more transparency in terms of the accessibility of assurance reports to provide information to wider stakeholders. The findings add to the latent literature on organisational trust and voluntary assurance practice.
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Inkson, Kerr. "Careers and Organisations: A Figure–Ground Problem." Journal of Management & Organization 10, no. 1 (January 2004): 1–13. http://dx.doi.org/10.1017/s1833367200004570.
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ABSTRACTThis paper argues that people's careers have great personal significance for them and energise much organisational activity, but that in the context of organisations and management they often appear irrelevant. Contrasting career metaphors are used to show how careers develop through tensions between organisational and social structure, and individual agency. The findings of a New Zealand research study show how new flexibilities and ambiguities in economic and organisation structures result in people developing careers which, like the Australasian “Big O.E.” institution, are mobile, improvisational, and learning-based. A reflexive model is used to show how careers can create organisations as well as vice versa. The implications of new career theories for workers, managers and management educators are indicated. Greater appreciation of career dynamics results in the subversion of some traditional management ideas and the development of new models of self- and organisational management.
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Loomba, Arvinder P. S., and Rex Karsten. "Self-efficacy’s role in success of quality training programmes." Industrial and Commercial Training 51, no. 1 (January 7, 2019): 24–39. http://dx.doi.org/10.1108/ict-06-2018-0058.
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PurposeThe purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature to propose a model of self-efficacy’s role in affecting implementation success of quality improvement programmes in organisations.Design/methodology/approachA review of scholarly articles on the topics of self-efficacy and quality initiatives brings to light self-efficacy’s role in successful quality programme implementation. When considered in the context of organisation barriers, it can lead to organisational success.FindingsIt is determined that quality training programmes play an important role in affecting existing efficacies and leading to “quality self-efficacy” in employees. The proposed model and related propositions suggest that right approaches of implementing quality training among certain types of employees and/or organisations can promote teamwork to achieve performance success.Research limitations/implicationsMoving forward, the proposed model should be empirically tested to improve our understanding of quality self-efficacy construct and its role in aiding organisational success. Furthermore, it would offer guidelines for the implementation of quality programmes in the most optimal way.Practical implicationsIn applying theories on self-efficacy, motivation, empowerment, and quality training, the authors posit that existing efficacy and quality self-efficacy are crucial for quality implementation efforts to overcome organisational barriers and lead to effective teamwork and performance success.Social implicationsThe authors postulate that deciding factors for organisational success originate from employees themselves as existing efficacies. Even though employees can foster quality self-efficacy through the implementation of quality improvement initiatives, existing self-efficacy, and organisation barriers will be moderating forces on eventual effectiveness of quality self-efficacy, teamwork, and organisational performance.Originality/valueThe model and related propositions, linking self- and collective efficacies to quality training, teamwork, and quality performance, offered in this paper will prove useful for organisational decision-makers in selecting quality programmes for implementation in organisation to achieve performance success.
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Frost, John. "Values based leadership." Industrial and Commercial Training 46, no. 3 (April 1, 2014): 124–29. http://dx.doi.org/10.1108/ict-10-2013-0073.
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Purpose – The purpose of the paper is to explore the power of values based leadership in connecting colleagues and clients to an organisation and in doing so creating sustainable business success. Design/methodology/approach – The paper is based on a model of values based leadership and case study examples of where the model is being successfully used in organisations. Findings – It was found that the organisations cited in the article who are using a values based approach such as Apple and Unilever create a connection with their organisations, that has a significant impact on organisational performance. Originality/value – The paper uses a new model of values based leadership to demonstrate its impact on organisational performance. The different elements of the model are explored using current successful organisational case studies. It will therefore be of value to anyone using or considering a values based approach to developing an exciting and successful leadership culture.
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Bayas-Linke, Dirk, and Jörg Faulstich. "Entscheidungen entscheiden." supervision 41, no. 1 (February 2023): 7–12. http://dx.doi.org/10.30820/1431-7168-2023-1-7.
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Der Beitrag fokussiert sich auf das Thema Beratung beziehungsweise Supervision in hybriden Organisationen. Die Autoren gehen der Frage nach, welche Modelle und Theorien für die wirksame Arbeit in der Organisation hilfreich sein können, um sich das, was in der Praxis beobachtbar ist, zu erklären. Diese Einschätzungen ergänzen sie mit einem kleinen Ausschnitt aus der von ihnen erlebten Praxis. Was passiert, wenn sich ein Teil der klassischen Organisation – hier ein Softwarebereich in einem großen Konzern – in eine sogenannte Kreisorganisation begibt? Welche Kernprobleme zeigen sich dabei – auf der Organisations-, der Teamund Personenebene? Welche Spannungsfelder werden eröffnet? Welche Erwartungen treffen aufeinander? Und welche – neuen – Erwartungen werden an Führungskräfte und Führungsrollen herangetragen? Ebenso beschreiben die Autoren, wie sich Entscheidungsprozesse, -routinen und -orte im Rahmen des Veränderungsprozesses zum Teil neu konfigurieren.
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Antonacopoulou, Elena P., Christian Moldjord, Trygve J. Steiro, and Christina Stokkeland. "The New Learning Organisation: PART II - Lessons from the Royal Norwegian Air Force Academy." Learning Organization 27, no. 2 (January 12, 2019): 117–31. http://dx.doi.org/10.1108/tlo-10-2018-0160.
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Purpose The purpose of this paper – PART II – is to present the lived experiences of Sensuous Organisational Learning drawn from the educational practices and learning culture of the Norwegian Defence University College, Royal Norwegian Air Force Academy’s (RNoAFA) approach to growing (Military) leaders. Design/methodology/approach The paper reflects the co-creation of actionable knowledge between military officers, academics at the RNoAFA and international scholars engaged as research collaborators. The objective is to present the benefits of “practising knowing through dialogical exchange” (MacIntosh et al., 2012) as an approach to co-creating knowledge for responsible action. In this case, the authors present the conceptualisation and illustration of the idea of the New Learning Organisation they advance. Findings The Sensuous Organisational Learning – 8As framework explains how Attentiveness, Alertness, Awareness, Appreciation, Anticipation, Alignment, Activation and Agility form an integral part of the educational strategy that enables the RNoAFA to respond to the wider Educational Reforms and Modernisation programme of Norwegian Defence. The RNoAFA is presented as an illustration of how the New Learning Organisation serves the common good if Institutional Reflexivity and High Agility Organising were key aspects of the Learning Leadership it fosters. Research limitations/implications Consistent with MacIntosh et al.’s (2012) dialogical exchanges the authors present the relational and intersubjective nature of meaningful dialogue between the co-authors that provides scope for integrative stories of practice. The resulting illustrative example of the New Learning Organisation, is an account of the learning experienced. Hence, this paper is presented neither as a traditional empirical paper nor as a self-disclosing or even auto-ethnographic account. Instead, it is one of a series of research outputs from innovative research collaboration between the authors all committed to “practising knowing”. Practical implications The New Learning Organisation promoted here focuses on responsible action to serve the common good. Investing in Institutional Reflexivity becomes critical in continuing to broaden the ways of being and becoming. As individuals, communities and organisations, that comprise the institution (in this case Norwegian Defence) grow and elevate their practical judgements to serve the common good the capacity to engage in reflexive critique heightens organisational agility and leadership. Social implications Embedding care as the essence of learning not only enables accepting mistakes and owning up to these mistakes, but reinforcing the strength of character in doing so demonstrating what it means to be resilient, flexible and ready to respond to the VUCA. This is what permits High Agility Organising to foster learning on an ongoing basis driving the commitment to continually renew operational and professional practices. By focussing on how the common good can be better served, the New Learning Organisation cares to pursue the higher purpose that social actions must serve. Originality/value Advancing leadership as a personal, relational and organisational quality supported by an orientation towards practising goes beyond single, double and triple loop learning. In doing so, the Learning Leadership that drives the New Learning Organisation energises Attentiveness, Alertness, Awareness, Appreciation, Anticipation, Alignment, Activation and Agility. This paper marks a new chapter in Organisational Learning research and practice by demonstrating the value of sensuousness as a foundation for improving the practical judgements across professional practices.
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Wong, Yui-Woon, and Yui-tim Wong. "The effects of perceived organisational support and affective commitment on turnover intention." Journal of Chinese Human Resource Management 8, no. 1 (May 8, 2017): 2–21. http://dx.doi.org/10.1108/jchrm-01-2017-0001.
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Purpose China is experiencing a double-digit turnover rate and high turnover intention. This research aims to explore the relationships of turnover intention, perceived organisational support (POS) and affective commitment in China. Design/methodology/approach Turnover intention and its antecedents, including POS, affective commitment, distributive justice, trust in organisation and job security, were studied in this research with a case study of a foreign-invested enterprise (FIE) manufacturing company in Guangdong of China. Based on the literature, two competing models were developed and investigated by using the technique of structural equation modelling. Findings The results suggest that distributive justice, trust in organisation and job security have negative impacts on turnover intention. Moreover, affective commitment mediates the impact of job security on turnover intention. The results also indicate that POS has an impact on affective commitment instead of affecting turnover intention directly. In addition, POS and affective commitment mediate the impacts of both distributive justice and trust in organisation on turnover intention. Research limitations/implications The scale of turnover intention used in this study only shows the employee’s intention to quit an organisation. It does not reveal their subsequent actual turnover. This study has research implications. It enhances our understanding of the relationships among POS, affective commitment and turnover intention of Chinese employees in FIEs. Practical implications The findings of this study provide the management of organisations in China with a better understanding of how to facilitate human resources management so as to lower employee turnover intention. Originality/value Inconsistent research findings have been reported about the relationships among turnover intention, POS and affective commitment in previous studies. The results of this study clarify all these relationships in Chinese FIEs.
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.5172/jmo.837.14.3.267.
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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Widianto, Sunu, Yetty Dwi Lestari, Beta Embriyono Adna, Badri Munir Sukoco, and Mohammad Nasih. "Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation." Journal of Organizational Effectiveness: People and Performance 8, no. 1 (March 9, 2021): 149–72. http://dx.doi.org/10.1108/joepp-02-2020-0028.
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PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.
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de Waal, André, and Alex Meingast. "Applying the high performance organisation framework in the horticulture and greenhouse sector." Measuring Business Excellence 21, no. 2 (May 15, 2017): 136–51. http://dx.doi.org/10.1108/mbe-05-2016-0028.
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Purpose The Dutch agricultural sector nowadays experiences many challenges. To deal with these, the sector has been interested in finding ways to improve performance. Mostly, the improvement research has concentrated in the areas of innovation of products and quality, supply chain management, cooperatives, entrepreneurship and human resources. However, hardly any research has been done into ways to strengthen the internal organisation, encompassing the quality of management, employees and processes and systems of the agriculture company. This paper aims to address this research gap by evaluating whether the high performance organisation (HPO) framework, a scientific validated analysis and improvement technique, can be used to help agricultural enterprises to strengthen their internal organisation. Design/methodology/approach The HPO Questionnaire was applied at four Dutch horticulture companies to evaluate their performance. Subsequently, at each company, interviews were held to obtain more information about the scores. Then, a workshop was organised with the management of all four companies to discuss the study results. Findings The workshop showed that the framework was suitable for the participating companies to start improving their organisations, as management of all four companies agreed that the analysis and recommendations, derived from analysing the questionnaire data and the interviews, were highly relevant to their business. Originality/value As there is no holistic organisational evaluation and improvement technique which looks specifically at the internal organisation of horticulture companies, available for the agricultural sector, the application of the HPO Framework in this sector is the first of its kind.
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Fan, Tianyu, Jawad Khan, Osama Khassawneh, and Tamara Mohammad. "Examining Toxic Leadership Nexus With Employee Cyberloafing Behavior via Mediating Role of Emotional Exhaustion." Journal of Organizational and End User Computing 35, no. 1 (March 31, 2023): 1–23. http://dx.doi.org/10.4018/joeuc.320817.
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From the perspective of social exchange and the conservation of resources theories, the current study investigated the effect of toxic leadership on employee cyberloafing behaviour via the mediating role of emotional exhaustion and the moderating role of organisational commitment. SPSS models 1:moderation, 4: mediation, and 14: moderation mediation of PROCESS Hayes were used to evaluate the data from 357 employees of the Chinese corporate sector. The results show a positive relation between toxic leadership and cyberloafing, and emotional exhaustion mediates this relationship. Further, organisation commitment moderates the indirect, interactive effect of toxic leadership and emotional exhaustion on cyberloafing. The model was tested using 3-wave data; however, since the data were attained from a single source, the problem of common method bias cannot be ruled out. To avoid or lessen instances of cyberloafing behaviour and encourage good working attitudes, organisations must also take action and develop regulations governing internet use in the workplace.
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Chawla, Poonam. "Impact of employer branding on employee engagement in business process outsourcing (BPO) sector in India: mediating effect of person–organization fit." Industrial and Commercial Training 52, no. 1 (December 24, 2019): 35–49. http://dx.doi.org/10.1108/ict-06-2019-0063.
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Purpose The purpose of this paper is to investigate the impact of employer branding strategy (a mechanism used by organisations to hire and retain competent talent) on employee engagement whilst simultaneously measuring the mediating effect of person-organisation (P-O) fit. Design/methodology/approach The study analyses a sample of 296 employees working in the BPO sector in India. The proposed model is tested with the help of structural equation modelling. Findings The findings of the research highlight that employer branding has an affirmative relationship with P-O fit and employee engagement. The findings also reveal that P-O effect has a partial mediating effect on the relationship between employer branding and employee engagement. Practical implications Understanding and implementing employer branding strategies provides the organisation with a tool for not only harnessing good employees but also facilitates them to engage and retain them. Employer branding strategies ensure an increase in employee’s sense of belongingness and alignment of goals. Value congruence in the form of person organisation fit also ensures that employees believe that they are valued across the organisation and may go an “extra mile” to achieve organisational objectives. Originality/value Employer branding is a comprehensive strategy which can be used by employers to attract and retain talented employees. In a global economy where a talented workforce is scarce and has plenty of choices available to them, firms can use employer branding as a strategic opportunity to enhance employee engagement.
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Vince, Russ. "The learning organization as paradox." Learning Organization 25, no. 4 (May 14, 2018): 273–80. http://dx.doi.org/10.1108/tlo-08-2017-0083.
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Purpose This paper aims to describe and discuss the idea of the learning organisation as a paradox and to explore the implications of this idea for improving the longevity and influence of the learning organisation concept. Design/methodology/approach The paper presents qualitative data drawn from MBA students’ involvement in learning about leadership. Participants’ written reflections on the “Temporary Learning Organisation (TLO) Exercise” are used to illustrate paradoxical tensions emerging from their attempts to lead the emergence of a learning organisation. Findings Three inter-connected paradoxical tensions are identified: inhibited freedom, detached engagement and ambivalent enthusiasm. These can help to explain how processes and practices that encourage learning in organisations are inseparable from those that undermine the effort to learn. Originality/value The paper presents a novel way of looking at the debate between the learning organisation as a positive ideal, and the learning organisation as negative ideology. A paradox viewpoint is focused on sustaining tensions because they generate possibilities. There is much to be learned from the interplay between the desire to create ongoing learning opportunities and conscious and unconscious efforts to avoid and undermine them.
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Brown, Cathy, Tristram Hooley, and Tracey Wond. "Building career capital: developing business leaders' career mobility." Career Development International 25, no. 5 (May 18, 2020): 445–59. http://dx.doi.org/10.1108/cdi-07-2019-0186.
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PurposeCareer theorists have been increasingly occupied with role transitions across organisations, neglecting role transitions undertaken within single organisations. By exploring in depth the aspects of career capital that role holders need to facilitate their own organisational role transition, this article builds upon career capital theory.Design/methodology/approachAdopting an interpretivist approach, this study explores the experiences of 36 business leaders who have undertaken a recent role transition within a UK construction business.FindingsThe article empirically characterises 24 career capital aspects, clustered into Knowing Self, Knowing How and Knowing Whom. It argues that these aspects are important to internal role transitions and compares them to mainstream career capital theory. In addition, the concepts of connecting, crossing and investing career capital are introduced to explain how career capital supports such transitions.Research limitations/implicationsThis study proposes a new career capital framework and refocuses debate on organisational careers. It is based on a single organisation, and it would be beneficial for future researchers to explore its applicability within other organisations.Practical implicationsThe article explores the implications of the new career capital framework for business leaders and organisational managers who wish to build individual and organisational career mobility.Originality/valueThis study proposes a new, empirically grounded, career capital theoretical framework particularly attending to organisational role transitions.
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Reijenga, Femke A. "The Role of Organisational Culture in Sickness Absence." International Journal of Disability Management 1, no. 1 (May 1, 2006): 97–106. http://dx.doi.org/10.1375/jdmr.1.1.97.
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AbstractIn the Dutch literature on occupational health and sickness absence many references can be found on organisational factors that influence the sickness absence. Many of those factors are related to the culture of an organisation. To classify and analyse those factors we used a well-known management model — the seven S model. After identifying the cultural aspects that might influence sickness absence, we developed a simple management tool consisting of 30 questions. The goal of the tool is to explain the organisational culture in relation to sickness absence. This explanation enables the organisation to choose interventions to change organisational aspects in order to prevent or to reduce the sickness absence in the organisation. We tested the tool with seven human resource (HR) managers in the governmental sector. They completed the checklist and the results were discussed with them in a face-to-face interview. To date, the checklist appears to be helpful in analysing the organisational culture in relation to sickness absence, but it still needs to be tested with a larger population.
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Tsahuridu, Eva E., and Elizabeth Walker. "Idealism, Gender and Business Decisions." Journal of Management & Organization 7, no. 1 (2001): 53–62. http://dx.doi.org/10.1017/s1833367200005307.
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AbstractThe present study examined women and men's ethical ideologies, as measured by a shorter version of Forsyth's (1980) Ethics Position Questionnaire and individual beliefs about ethical behaviour in organisations using Froelich and Kottke's (1991) instrument. Froelich and Kottke's questions suggest actions that are inconsistent with societal moral values. The sample (N=662) consisted of tertiary students in two Western Australian universities. The data revealed that women are less likely to undertake ethically questionable activities to support and / or protect the organisation. Women are also found to have a more idealistic orientation than men, which partially explains the previous findings. In this study, women are less likely to emphasise organisational interests over societal ethical values.
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Pedler, Mike, and Shih-wei Hsu. "Regenerating the learning organisation: towards an alternative paradigm." Learning Organization 26, no. 1 (January 14, 2019): 97–112. http://dx.doi.org/10.1108/tlo-08-2018-0140.
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PurposeThis paper aims to take a critical view of the concepts of the Learning Organisation and Organisational Learning (LO/OL) and respond to two questions about their current state: are existing perspectives on LO/OL still fit for purpose? What are the possibilities for an alternative paradigm of LO/OL?Design/methodology/approachThe paper critically reviews the literature of LO/OL and uses the concept of problematisation together with some guiding principles from ancient wisdoms to articulate an alternative paradigm.FindingsTwo waves of LO/OL are identified. A first wave rests on a series of assumptions that have shaped a predominant understanding of LO/OL, including the suppositions that all learning is good; that those organisations adopting LO/OL strategies are engaged in useful work and in pursuing socially valuable ends; and that neo-liberal beliefs favouring market-based solutions are the most appropriate response to organisational problems. A more reflexive approach to LO/OL has challenged these predominant views, and although it has had little impact on practice, it paves the way for a possible second wave perspective. With the help of a theoretical excursion of Taoism and Buddhism, the authors portray a possible picture of a new paradigm for LO/OL.Originality/valueWhilst existing critical accounts have problematised the mainstream assumptions of LO/OL, they have not clearly indicated any different perspectives. Drawing upon ancient wisdom, the paper identifies some guiding principles for an alternative LO/OL paradigm and discourse.
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Khan, Afshan Gull, Muhammad Azeem Qureshi, Kanwal Hussain, Zuhair Abbas, and Saima Munawar. "Corporate Social Responsibility Promotes Organisation Citizenship and Pro-Environmental Behaviours: The Employee’s Perspective." Organizacija 56, no. 2 (May 1, 2023): 106–24. http://dx.doi.org/10.2478/orga-2023-0008.
Повний текст джерелаАнотація:
Abstract Background: Organisations in the contemporary workplace lack meaningful work and life, resulting in psychological and physical pain for workers. Employees seek organisations that align their daily work activities with society. Partially limited research exists on the relationship between corporate social responsibility (CSR) and employee work-related attitudes, especially with the mediating mechanism of employee work meaningfulness (EWM) and organisation identification (OID) in developing country contexts such as Pakistan. This study has used Social Learning Theory (SLT) and Social Identification Theory (SIT). Methods: Data were collected through a sample of 154 employees in two waves from multiple sectors in Karachi, Pakistan, using non-probability, purposive sampling. The PLS-SEM, along with IBM-SPSS, was run for data analysis. Results: The results demonstrated that Corporate social responsibility (CSR) has a significant positive relationship with employee work-related attitudes. CSR affects organisational citizenship behaviour (OCB) and pro-environmental behaviours (PEB) through the mediation mechanism of employee work meaningfulness (EWM) and organisational identification (OID). Conclusion: This study contributes to the nascent literature by establishing that EWM and OID mediate the effect of CSR on OCB and PEB. Furthermore, this study utilizes two primary theoretical lenses and provides a novel contribution to the current literature. Finally, this study provides valuable insights to policymakers, businesses, and society.
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Mourell, Mark. "Accounting and Accountability for Australian Federal Unions." Economic and Labour Relations Review 16, no. 1 (July 2005): 95–115. http://dx.doi.org/10.1177/103530460501600106.
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The amendments to Schedule 1B of the Workplace Relations Act have given the government substantially new means of controlling the internal affairs of industrial organisations. At the government's behest, the Review of Current Arrangements for Governance of Industrial Organisation (the review), used concepts borrowed from the Corporations Act as a basis for recommendations regarding union accounts, accounting procedures, fiduciary obligations of office-holders and organisational rules. This study is a critique of the review and the consequent amendments. It argues that notions borrowed from the Corporations Act are inappropriate for unions and will cause problems for them. The amendments also contradict the government's avowed policy of deregulation of labour market institutions.
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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (March 4, 2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.
Повний текст джерелаАнотація:
PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (July 1, 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
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Volkova, Natalia, and Vera Chiker. "What demographics matter for organisational culture, commitment and identification?" International Journal of Organizational Analysis 28, no. 1 (January 13, 2020): 274–90. http://dx.doi.org/10.1108/ijoa-05-2019-1762.
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Purpose The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations. Design/methodology/approach The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used. Findings Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results. The other findings correspond with those in international studies, in which women were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than men did. The older the employees are, the higher the level of identification they express. Practical implications Managers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges. Originality/value Based on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.
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Gisch, Celina, Bernhard Hirsch, and David Lindermüller. "Reporting practices in situations of conflicting institutional logics: the case of a German federal authority." Journal of Accounting & Organizational Change 17, no. 4 (May 5, 2021): 494–518. http://dx.doi.org/10.1108/jaoc-02-2020-0020.
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Purpose This study aims to understand how reporting practices act as drivers of change in situations of conflicting institutional logics in a public sector organisation. Design/methodology/approach The findings are based on a case study of a German federal authority, where management accounting reports were introduced as part of a “new” managerial logic of control. Findings In the case organisation, management accounting reports were intended to change the behaviour of executives but were still guided by an “old” logic of justification. Nevertheless, over time, the addressees of the reports used the reports and reconciled different logics. This documents a process from decoupling to compromising and, finally, reconciling different institutional logics. Originality/value By examining the practices of management accounting reporting, this study elaborates the tensions placed on individuals by conflicting institutional logics and provides insights into how organisational practices are used to handle and reconcile conflicting logics in a public sector organisation. Therefore, this paper contributes to the discussion on how organisational practices act as drivers of organisational change.
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Härtel, Charmine E. J., and Melissa E. Berry. "In Search of a Unified Definition of Organisational Political Behaviour: Evidence for a Multi-Level Approach." Journal of Management & Organization 5, no. 1 (January 1999): 26–34. http://dx.doi.org/10.1017/s1833367200005617.
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AbstractDespite thousands of years of interest, there is no standardised definition of organisational politics. This paper attempts to integrate different accounts of organisational politics through the development of a multi-level definition. A two-stage field study showed that political activities observed in the workplace can be fully captured by defining organisational politics relative to organisational efficiency at the level of the organisation, the group and the individual.
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De Clercq, Dirk, Inam Ul Haq, and Muhammad Umer Azeem. "Why happy employees help." Personnel Review 48, no. 4 (June 4, 2019): 1001–21. http://dx.doi.org/10.1108/pr-02-2018-0052.
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Purpose Drawing from conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ job satisfaction and helping behaviour, and, particularly, how it may be moderated by two personal resources (work meaningfulness and collectivistic orientation) and one organisational resource (organisational support). Design/methodology/approach Quantitative data were collected from a survey administered to employees and their supervisors in a Pakistani-based organisation. Findings The usefulness of job satisfaction for stimulating helping behaviour is greater when employees believe that their work activities are meaningful, emphasise collective over individual interests, and believe that their employer cares for their well-being. Practical implications The results inform organisations about the circumstances in which they can best leverage employees’ positive job energy, which arises from their job satisfaction, to encourage their voluntary assistance of other organisational members. Originality/value This study extends research on positive work behaviours by examining the concurrent roles that job satisfaction and several contingent factors play in promoting employee helping behaviour. In particular, it highlights the invigorating effects of these factors on the usefulness of the enthusiasm that employees feel about their job situation for increasing their willingness to extend help to other members, on a voluntary basis.