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de Jager, Bertus, Chris Minnie, Johan de Jager, Marita Welgemoed, John Bessant, and Dave Francis. "Enabling continuous improvement: a case study of implementation." Journal of Manufacturing Technology Management 15, no. 4 (June 1, 2004): 315–24. http://dx.doi.org/10.1108/17410380410535017.
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Widespread recognition of the strategic imperative posed by a turbulent external environment has brought into focus a key challenge for firms – that of increasing involvement in innovation by the staff in the organisation. Much research has suggested that organisations that mobilise a large proportion of their staff to participate in innovation can make significant gains. Achieving this depends on a systematic process of organisational development in which the facilitative patterns of behavioural routines are extended and reinforced, so that they become a major culture change. This paper reports on progress with this organisational development methodology using a detailed case study of its use within a major mining company in South Africa. It makes use of a reference model framework to help structure and direct the change process towards enabling higher involvement in innovation. In particular it explores practical issues involved in moving a large organisation along a path of high involvement innovation.
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Mohammed Sayed Mostafa, Ahmed, and Jie Shen. "Ethical leadership, internal CSR, organisational engagement and organisational workplace deviance." Evidence-based HRM: a Global Forum for Empirical Scholarship 8, no. 1 (September 9, 2019): 113–27. http://dx.doi.org/10.1108/ebhrm-03-2019-0026.
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Purpose Drawing on social information processing theory and organisational identity theory, the purpose of this paper is to examine the social and psychological process through which perceived ethical leadership influences employee deviant behaviours towards the organisation. Specifically, a sequential mediation model is developed in which ethical leadership is related to employee perceptions of internal corporate social responsibility (CSR), which, in turn, are related to organisational deviance through organisational engagement. Design/methodology/approach Structural equation modeling was performed to fit the proposed model using multi-source data collected from employees and their supervisors in the Egyptian banking sector. Findings The results support the hypotheses, as perceived internal CSR and organisational engagement sequentially mediate the relationship between perceived ethical leadership and organisational deviance. Practical implications Organisations should emphasise fostering ethical leadership through adopting strategies such as hiring ethical leaders and offering ethics training to current leaders. Organisations should also invest in internal CSR activities and should pay attention to regularly communicating their involvement in CSR initiatives to employees. Originality/value By examining the mediating roles of employee internal CSR perceptions and organisational engagement, this study helps advance our understanding of the social and psychological processes of ethical leadership.
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Hashim, Junaidah, and Saodah Wok. "Predictors to employees with disabilities’ organisational behaviour and involvement in employment." Equality, Diversity and Inclusion: An International Journal 33, no. 2 (February 4, 2014): 193–209. http://dx.doi.org/10.1108/edi-03-2012-0018.
Повний текст джерелаАнотація:
Purpose – The purpose of this paper is to examine the work challenges of employees with disabilities and predict the organisational behaviours of employees and their involvement in employment. Design/methodology/approach – A self-developed questionnaire was used to gather relevant information from employers, employees with disabilities and their co-workers. The questionnaires were distributed and administered by a number of trained enumerators. Findings – Both employers and co-workers perceived that their organisations have provided conducive organisation climate, comfortable work environment and reasonable adjustment for their employees with disabilities. Employees with disabilities are found loyal and committed. They are satisfied with the job. Organisational loyalty and commitment are predicted by the organisations’ ability to restructure their job design to suit to the needs of employees with disabilities. Research limitations/implications – Initially, this study planned to use purposive sampling; however, due to poor database maintained by the relevant agency of employees with disability employment in the country, the paper was unable to identify which employers employ how many employees with disabilities. The sampling then was based on convenient sampling. Practical implications – Job design, organisational climate and comfortable work environment have long been recognised for motivating employees’ performance (Hackman et al., 1975; Garg and Rastogi, 2006). The paper's findings show that these factors also motivate employees with disabilities. This is added value to the existing body of knowledge as limited is known about the motivation of employees with disabilities. Originality/value – This study is unique because it gathers data from several parties: employees with disabilities, the co-workers and the employers.
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Oeij, Peter R. A., Gerben Hulsegge, Paul Preenen, Guy Somers, and Menno Vos. "Firm Strategies and Managerial Choices to Improve Employee Innovation Adoption in the Logistics Industry." Journal of Innovation Management 10, no. 1 (May 13, 2022): 76–98. http://dx.doi.org/10.24840/2183-0606_010.001_0005.
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This study analyses the mediating role of organisational mindfulness and employee involvement in the relationships between competition strategy and supportive leadership and employee innovation adoption. To investigate this, a unique sample of 116 managers or owners of Dutch logistics companies completed a survey on innovation within their companies and the adoption of innovation by their employees. Results show that a firm’s competition strategy that values quality and not only costs, and the presence of organisational mindfulness, a firm’s cultural characteristic that makes employees alert to solve issues and improve effective cooperation, is positively related to employee innovation adoption. Moreover, the presence of supportive leadership has both a direct relation with employee innovation adoption, and an indirect one, namely mediated by organisational mindfulness. From the perspective that organisations must better adopt innovations to deal with continuous change, this study emphasizes the need to take into account the impact of the organisational characteristics of competition strategy and supportive leadership, and the organisational cultural characteristic of organisational mindfulness, along with the space that every organisation should utilize to make their own future strategic choices.
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Darasse, Claire. "Time Perspective and Organisational Involvement." Applied Psychology 37, no. 4 (October 1988): 411–25. http://dx.doi.org/10.1111/j.1464-0597.1988.tb01152.x.
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Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies." World Journal of Educational Research 8, no. 2 (March 10, 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.
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The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.
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Price, Luke. "Finding fault in organisations – reconceptualising the role of senior managers in corporate manslaughter." Legal Studies 35, no. 3 (September 2015): 385–407. http://dx.doi.org/10.1111/lest.12065.
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The Corporate Manslaughter and Corporate Homicide Act 2007 purports to move away from the identification doctrine, towards a genuinely organisational model of corporate liability. There is a risk, however, that insistence upon the involvement of senior management in corporate manslaughter will reduce the Act to doing no more than aggregating individual misconduct. Such an approach would fail both to encompass the culpability of the organisation as more than just a collection of individuals, and to offer an effective tool for the prosecution of large organisations. I argue that the senior management requirement should not be interpreted as focusing on individuals, but on the authoritative systems of work that organisations impose upon their employees. Inherent in large organisations is a corporate structure, determining the meaning and value of what employees perceive and the boundaries and direction of their work. These structures emerge from the involvement of senior managers, whose rank and role within organisations enables them to contribute to the development of corporate structure. Through insistence on the involvement of these corporate architects and surveyors, the 2007 Act may be seen to emphasise the role of the organisation in corporate manslaughter, identifying truly corporate culpability.
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Cairns, George, and Nic Beech. "User involvement in organisational decision making." Management Decision 37, no. 1 (February 1999): 14–23. http://dx.doi.org/10.1108/00251749910251987.
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Dellmuth, Lisa Maria, and Jonas Tallberg. "Advocacy Strategies in Global Governance: Inside versus Outside Lobbying." Political Studies 65, no. 3 (April 5, 2017): 705–23. http://dx.doi.org/10.1177/0032321716684356.
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As political authority shifts to the global level, non-governmental organisations (NGOs) increasingly attempt to influence policy-making within international organisations (IOs). This article examines the nature and sources of non-governmental organisations’ advocacy strategies in global governance. We advance a twofold theoretical argument. First, non-governmental organisation advocacy can be described in terms of inside and outside strategies, similar to interest group lobbying in American and European politics. Second, non-governmental organisations’ chosen combination of inside and outside strategies can be explained by their organisational goals and membership base. Empirically, this argument is corroborated through a large-n analysis of original data from structured interviews with 303 non-governmental organisation representatives active in relation to the United Nations (UN), complemented by 19 semi-structured interviews with UN and state officials. The article’s findings have implications for the theory and practice of non-governmental organisation involvement in global governance.
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Nwibere, B. M. "Interactive Relationship between Job Involvement, Job Satisfaction, Organisational Citizenship Behaviour, and Organizational Commitment in Nigerian Universities." International Journal of Management and Sustainability 3, no. 6 (April 8, 2014): 321–40. http://dx.doi.org/10.18488/journal.11/2014.3.6/11.6.321.340.
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The study examined the interactive relationship between job involvement, job satisfaction, organisational commitment citizenship behaviour (OCB) and organisational commitment among employees of Nigerian universities. The sample for the study consisted of two hundred and ten academic members of staff (210) from five (5) Federal Government owned universities in the Niger Delta Region of Nigeria. The study utilized both quantitative data (questionnaire) and qualitative data (interview). The Multiple Regression Model using the Statistical Package for Social Sciences (SPSS) version 18 were utilized for the analysis of data. The findings revealed that job involvement had a strong positive and significant relationship with organisational commitment and OCB. Although the relationship between job involvement and employees job satisfaction was also positive, it was however weak. Similarly, job satisfaction was revealed to have a positive and significant relationship with organisational commitment and OCB. Finally, organisational commitment was revealed to have a positive and significant relationship with OCB. Based on the findings above, it was concluded that as an employee develops a favourable attitude toward one aspect of the job based on unique experiences (e.g job involvement), such an employee is also likely to react favourably to other related aspects of the job (e.g job satisfaction, organisational commitment, OCB and organisational commitment). Thus, employees who are involved in their job, for example, are likely to be satisfied with the job, become committed to their organization and by extension exhibit OCBs. Similarly, employees who are dissatisfied with their job may become less involved in the work, less committed to their employer and organisation and lack OCBs. Other managerial implications of these findings were also discussed.
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Lee, Yok Fee, and Kok On Low. "Rationalising the Business Structure of Contemporary Buddhist Organisations in Malaysia: A Case Study of Five Buddhist Charities." Kajian Malaysia 41, no. 1 (April 28, 2023): 153–70. http://dx.doi.org/10.21315/km2023.41.1.8.
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Many contemporary Buddhist organisations have registered in Malaysia since the early 21st century. This article aims to analyse the issues of rationalisation in terms of the structure of organisational and the business concepts of five contemporary Buddhist organisations. In-depth interview, telephone interview, and observation were the methods used to gather qualitative data from the informants and the websites of the selected organisations. Weber’s concepts of rationalisation were employed to analyse data collected from the field as well as the secondary data. In terms of the organisational structure, our analysis revealed that two out of five selected Buddhist organisations, namely Kechara and Tzu Chi, are highly structured and formalised. In addition, their bureaucracy is in line with Weber’s rationalisation model that emphasised calculability, predictability, control, and capitalism. In terms of business, two out of five selected Buddhist organisations, namely the Buddha’s Light International Association and the Nalanda Buddhist Society do not participate in business. In other words, these two organisations showed that the Buddhist’s norm and values do not rationalise the believers into accumulating wealth as their goal and then creating the spirit of capitalism. However, the Kechara, Tzu Chi, and Buddhist Business Network do actively participate in business activities to generate their own income. The elements of calculability, predictability, control, and capitalism are significant in all the three organisations’ business involvement too. Overall, this study has indirectly highlighted the similarities and differences of the five selected contemporary Buddhist organisations in Malaysia with respect to their structure of organisation and business involvement based on Weber’s concepts of rationalisation.
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Perrott, Bruce. "The sustainable organisation: blueprint for an integrated model." Journal of Business Strategy 35, no. 3 (May 13, 2014): 26–37. http://dx.doi.org/10.1108/jbs-07-2013-0061.
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Purpose – The purpose of this article is to build on the original Dunphy, Griffiths and Benn (2007) model by proposing a new model of organisational sustainability which includes the economic dimension. There is a growing level of interest by senior executives in the role and potential impact that sustainability will have on their organisation’s future strategy and structure. Although management is keenly aware that sustainability is important in their future planning, there is much uncertainty about what level of involvement and commitment they should make towards sustainability endeavours. Design/methodology/approach – This article reviews the existing organisational sustainability change model while building a case to have the important economic strand added to the original change dimensions relating to the human and the environmental strands. Findings – This conceptual paper builds on previous work of sustainability organisational change theorists to produce an enhanced sustainability change model thus proposing a more comprehensive and integrated sustainability stage model that can guide managers in their quest to evolve effective and more sustainable organisations. Originality/value – This is a conceptual paper that builds on previous work of sustainability organisational change theorists to introduce an enhanced sustainability change model that includes the important economic dimension to the widely accepted social and environmental dimensions, thus proposing a comprehensive and integrated sustainability stage model that can guide managers in their quest to evolve effective and more sustainable organisations.
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Mwaluko, G. S., and E. A. M. Mjema. "A systemic Framework for Implementation of TQM Programmers." Tanzania Journal of Engineering and Technology 32, no. 2 (December 31, 2009): 92–102. http://dx.doi.org/10.52339/tjet.v32i2.446.
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The purpose of this paper is to present a systemic framework for implementation of TQM program in amanufacturing organisation that produces motor vehicle components in Port Elizabeth - South Africa. Theapproach used included conceptualisation of the systemic framework and then involvement of the stakeholdersin adding scenarios to be considered in the design and implementing the framework in the real field. Thefindings obtained during the implementation of the systemic framework established that reduction of scraprate, reduction of production costs, reduction of cycle time and employee motivation could be achieved throughthe implementation of a Systemic Framework for the TQM programme. The TQM team was satisfied that theimplementation of TQM programme using the systemic framework was relevant in their particular situation.The developed systemic framework for implementation of TQM was tested in a company that manufactures motor vehicle components. The experience gained shows that the framework has a big potential for successful implementation of TQM. The developed systemic framework has a holistic approach in implementation of TQM; in that case it can be used to guide the design and implementation of successful TQM programmes. The developed systemic framework is a holistic approach, which took on board all four basic characteristics that portray an organisation. Organisations are portrayed by four interrelated characteristics namely, organisational processes, organisational design, organisational culture and organisational politics. For a successful implementation the TQM intervention should take into consideration these four characteristics.
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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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Ferdousi, Farhana, Kevin Baird, Rahat Munir, and Sophia Su. "Mediating role of quality performance on the association between organisational factors and competitive advantage." International Journal of Productivity and Performance Management 68, no. 3 (March 4, 2019): 542–60. http://dx.doi.org/10.1108/ijppm-12-2017-0343.
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Purpose The purpose of this paper is to provide an initial empirical insight into the mediating role of quality performance on the association between six specific organisational factors (top management support, employee involvement, employee empowerment, reward and recognition, training and customer focus) and competitive advantage. Design/methodology/approach A survey questionnaire was used to collect data from 179 garment organisations in a developing country, Bangladesh. Findings The results show that quality performance mediates the association between three specific organisational factors (top management support, employee involvement and reward and recognition) and competitive advantage. In addition, a fourth organisational factor, employee empowerment, exhibited a direct association with competitive advantage. Originality/value The findings provide managers of developing economies with an important insight into the critical role of quality in achieving competitive advantage. In line with the resources-based view, the findings suggest that managers should deploy their limited resources to focus on providing top management support for, encourage employee involvement in and provide adequate rewards and recognition in respect to quality initiatives.
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Zen, Agustian, Selfi Yanti, Mahargi Rizki Hutomo, Kraugusteeliana Kraugusteeliana, and Herman Yosef Arisutama. "The Role of Leadership in Managing Organisational Culture Change in the Context of Information Technology Implementation." Jurnal Minfo Polgan 12, no. 1 (July 15, 2023): 1247–55. http://dx.doi.org/10.33395/jmp.v12i1.12697.
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The rapid development of information technology has affected many organisations in various sectors. The implementation of information technology often involves changes in work processes, organisational structure and overall organisational culture. The background of this study aims to investigate the role of leadership in managing organisational culture change in the context of information technology implementation. The current research type is qualitative. Data collection techniques include listening and recording important information to conduct data analysis through data reduction, data display, and conclusion drawing. The study arrived at a statement that in the context of information technology implementation in organisations, organisational culture change becomes a critical factor affecting the success and sustainability of the use of such technology. Leadership plays an important role in managing such organisational culture change. Through effective communication, appropriate education and training, active participation and involvement of organisational members, strong team building, recognition and rewards, gradual change management, and continuous evaluation and adjustment, leadership can create an enabling environment for the adaptation and utilisation of information technology.
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Kiradoo, Giriraj. "Investigating the Effectiveness of Ethics Programs in Promoting the Adoption and Implementation of Ethical Practices in Healthcare Organisations." International Journal of Current Research and Review 10, no. 22 (2018): 14–22. http://dx.doi.org/10.31782/ijcrr.2018.10223.
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Introduction: Ethics programs have become essential for healthcare organisations to adopt and implement ethical practices. Ethics in healthcare institutions is crucial to maintain trust and confidence in patients and stakeholders. Aims: This research paper aims to investigate the effectiveness of ethics programs in promoting the adoption and implementation of ethical practices in healthcare organisations. The study focuses on ten healthcare institutions and considers ethical practices as the dependent variable and implementation of ethics programs, organisational culture, employee training, leadership involvement, and regulatory compliance as independent variables. Method: The study uses a quantitative research approach, and data was collected through a structured questionnaire survey. Descriptive statistics were applied to summarise the data, while correlation analysis, regression analysis, ANOVA, and other statistical techniques were employed to analyse the relationships between the variables. The sample size was determined using the power analysis technique, and the data collected were analysed using statistical software. Results: The findings revealed a significant positive relationship between implementing ethics programs and ethical practices. The study also found a positive correlation between organisational culture, employee training, leadership involvement, regulatory compliance, and ethical practices. The regression analysis showed that implementing ethics programs was the most significant predictor of ethical practices in healthcare organisations. Conclusion: The study concludes that adopting and implementing ethics programs effectively promote ethical practices in healthcare organisations. Moreover, the study emphasises the importance of organisational culture, employee training, leadership involvement, and regulatory compliance in enhancing the effectiveness of ethics programs. The findings of this study can be employed as a guide by healthcare organisations to improve their ethical practices and ensure trust and confidence among patients and stakeholders.
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Kożuch, Barbara, and Katarzyna Sienkiewicz-Małyjurek. "Organisational consciousness in public safety management system." Journal of Intercultural Management 6, no. 3 (September 1, 2015): 5–16. http://dx.doi.org/10.2478/joim-2014-0016.
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Abstract Organisational consciousness is one of the primary determinants driving organisational development. It is the organisation’s capacity for assessment of its operation level, quest for uniformity and organisational identity. This consciousness revolves around objectives of actions and integrates collective efforts, thereby determining collaboration. Therefore, it performs a vital role in the public safety management system (PSMS), where efficiency of operations may be achieved only as a result of joint actions. In essence, this was an imperative to carry out research aimed at analysing the significance of organisational consciousness in the public safety management system. During enquiries the authors gave insight into the concepts of organisational consciousness and organisational development as well as characterizing the PSMS in the context of organisational consciousness. Bearing in mind a comprehensive and adaptive approach to each analysed situation in an individual manner the relevance of organisational consciousness in public safety management systems was found. Furthermore it was testified that organisational consciousness in the PSMS affects three areas, namely: enhances involvement in accomplishment of objectives set, strengthens inter-organisational collaboration and fosters innovative solutions.
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Siciliano, Julie I. "Board involvement in strategy and organisational performance." Journal of General Management 30, no. 4 (June 2005): 1–10. http://dx.doi.org/10.1177/030630700503000401.
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In firms where oversight by a regulatory body within the industry exists and where new core competencies must be developed to offset aggressive competition, there is evidence that a larger role for board of director involvement in strategic activities occurs. Within this context, survey data from board members and CEOs reveal that in organisations where financial soundness scores are less favourable, the odds of the board being more involved in a formal strategic planning process increase. Regarding a strategy role that consists of the board collaborating with management in making new strategic decisions, it is less likely that the board will take on this role when the organisation's financial soundness scores are not at the optimal level. For many years, boards of directors have been encouraged in theory and in practice to take on an active strategy role. However, in much of the literature the nature and extent of board involvement in strategy is undifferentiated. Most empirical studies dealing with corporate governance issues focus on board composition and structure variables and do not examine the level of involvement from a decision making perspective. Capturing this particular perspective is not only of interest to researchers but also is of practical importance, as general management seeks to realise the board's full potential in the strategic arena. This paper reports on the involvement of boards in a five-step strategic planning process and also examines board participation relative to that of senior management in strategic decision-making and evaluation. The first section examines the limited empirical findings of board involvement in strategic activities and outlines three viewpoints on possible participation levels. The paper then describes an empirical study that shows board involvement varies in relation to the organisation's financial performance.
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Jawahar Nesan, L., and Gary D. Holt. "Assessment of organisational involvement in implementing empowerment." Integrated Manufacturing Systems 13, no. 4 (June 2002): 201–11. http://dx.doi.org/10.1108/09576060210426903.
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Liukinevičienė, Laima, and Jurgita Blažienė. "The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors." Socialiniai tyrimai 45, no. 1 (February 20, 2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.
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Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:
According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.
The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).
Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).
Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.
The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups:
1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
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Croucher, Richard, Alexander Madsen Sandvik, Paul Gooderham, and Didier Michel. "The organisational adoption of soft law encouraging joint consultative committees in Mauritius." Evidence-based HRM: a Global Forum for Empirical Scholarship 8, no. 3 (June 30, 2020): 295–314. http://dx.doi.org/10.1108/ebhrm-12-2019-0113.
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PurposeJoint consultative committees (JCCs) involving employee representatives exist to stimulate positive employee relations and unlock employee involvement to build organisational performance. They are rare in Africa. Mauritius is a successful, beacon economy for Africa. We therefore investigate which categories of an organisation implemented the 2008 Mauritian government Code of Practice on JCCs, to discover how effective this “soft law” for of institutional change had been three years after its inception, when post-Code JCCs were formed.Design/methodology/approachWe test propositions derived from institutional theory broadly conceived, through analysis of data from 120 organizations in Mauritius responding to a comprehensive HR survey covering a wide range of organisational level policies and practices conducted during the JCC formation period 2011–2012.FindingsBy 2012, nearly 30% of our sample had JCCs. Three quite distinct categories of an organisation created them, as follows: those with substantial union influence, those where strategic HRM was practiced and recently formed organisations. Remarkably, no interaction effects existed between the three categories.Originality/valueSeveral contributions are made to shed light on a previously unstudied institution. First, we empirically establish that over a limited period in response to institutional change in the form of the code of practice, JCCs increased from 10% of organizations to almost 30%. Our second central contribution is to show three principal, quite separate organisational antecedents of JCCs, which do not interact statistically.
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Apsīte, Annija. "In search of a theoretical framework of factors influencing work and life balance." Sustainable development of the Baltic Sea Region 13, no. 2 (2021): 52–63. http://dx.doi.org/10.5922/2079-8555-2021-2-3.
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Work and life balance (WLB) has gained noticeable attention amid the pandemic. Even before the outbreak of COVID-19, the increasing pace of life encouraged the investigation of individual and organisational aspects of WLB. Physically and mentally healthy people help society develop and grow. Health issues caused by work and life imbalance lead to dissatisfaction with both work and life, which, in turn, leads to higher stress and stress-related illnesses, for instance, burnout. From the organisational point of view, WLB is a factor in analysing the efficiency of an enterprise. The consequences of a work-life imbalance are intentional or unintentional absence, high employee turnover, low productivity, higher insurance costs, low job satisfaction, and others. WLB has been examined recently as part of employer branding since a shortage of labour prompts organisations to look for strategies to attract and retain employees. In this paper, content analysis is carried out to provide a theoretical framework for WLB and job satisfaction issues. Special attention is paid to the literature on WLB factors affecting the organisation and the individual. It is concluded that critical factors include both individual and organisational ones. Among them are job involvement, tenure, workload and scheduling, organisational culture (leadership, recreational opportunities, flexibility, supervisor support, autonomy, boundary management, alternative working methods etc.), occupational stress, and salary. These factors differ in their significance, particularly when viewed across several fields.
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Söderlund, C., U. Florin, J. Lundin, and K. Uggla. "PARTICIPATORY INVOLVEMENT AND MULTITHEORETICAL PERSPECTIVES IN VISUAL MANAGEMENT DESIGN." Proceedings of the Design Society: DESIGN Conference 1 (May 2020): 1541–50. http://dx.doi.org/10.1017/dsd.2020.46.
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AbstractThis paper deals with the development of participatory methods in visual management (VM) when investigating parts and system/s related to VM devices in organisational contexts. Four theoretical perspectives – sociocultural theory, boundary objects, diagrams, maps and models, and visual rhetoric – have been applied to gain an overall understanding of the participants’ collective investigation of the system/s. Managers and co-workers in five Lean-inspired organisations have used the method Multimodal Origami (MO) to design their VM devices, in this case the VM boards and associated meetings.
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O'Driscoll, Michael P., and Donna M. Randall. "Perceived Organisational Support, Satisfaction with Rewards, and Employee Job Involvement and Organisational Commitment." Applied Psychology 48, no. 2 (April 1999): 197–209. http://dx.doi.org/10.1111/j.1464-0597.1999.tb00058.x.
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Pedley, Rebecca, Caitlin McWilliams, Karina Lovell, Helen Brooks, Kelly Rushton, Richard J. Drake, Barnaby Rumbold, Vicky Bell, and Penny Bee. "Qualitative systematic review of barriers and facilitators to patient-involved antipsychotic prescribing." BJPsych Open 4, no. 1 (January 2018): 5–14. http://dx.doi.org/10.1192/bjo.2017.5.
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BackgroundDespite policy and practice mandates for patient involvement, people with serious mental illness often feel marginalised in decisions about antipsychotic medication.AimsTo examine stakeholder perspectives of barriers and facilitators to involving people with serious mental illness in antipsychotic prescribing decisions.MethodSystematic thematic synthesis.ResultsSynthesis of 29 studies identified the following key influences on involvement: patient's capability, desire and expectation for involvement, organisational context, and the consultation setting and processes.ConclusionsOptimal patient involvement in antipsychotic decisions demands that individual and contextual barriers are addressed. There was divergence in perceived barriers to involvement identified by patients and prescribers. For example, patients felt that lack of time in consultations was a barrier to involvement, something seldom raised by prescribers, who identified organisational barriers. Patients must understand their rights to involvement and the value of their expertise. Organisational initiatives should mandate prescriber responsibility to overcome barriers to involvement.Declaration of interestNone.
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GÖKSEL, Asuman. "Erasmus+ Vasıtasıyla Öğrenen Örgütü Teşvik Etmek: Türkiye’de Gençlik Kuruluşları." Gençlik Araştırmaları Dergisi 10, no. 27 (August 31, 2022): 15–38. http://dx.doi.org/10.52528/genclikarastirmalari.982763.
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Turkey’s full participation in the European Union’s Education and Youth Programmes (i.e., Erasmus+Programme) since 2004 has been one of the ongoing components of Turkey–EU relations. As indicated bythe Director of the National Agency of Turkey in 2021, the programme has supported 700,000 participantsfrom Turkey in 36,000 projects over the course of 17 years. Youth organisations taking part in the learningmobility opportunities of the youth component of the Erasmus+ programme are just one of the programme’smany beneficiaries.In an effort to perform a theoretical analysis of the effects of Erasmus+ on youth organisations in Turkey,this article suggests that owing to their contextual characteristics, youth organisations have the potential totransform into learning organisation stimulated by their involvement in Erasmus+ youth projects. To answerhow Erasmus+ may act as a trigger for this, qualitative data were collected from fifteen youth organisationsfrom Turkey active in the programme and analysed around four components of the integrated model onlearning organisation developed by Örtenblad (2004) (i.e., organisational learning, learning at work, learningclimate and learning structure). The findings suggest that three major factors, namely organisationalconsciousness on learning, participatory mechanisms in the organisation and team-based working structures,are mutually reinforcing characteristics able to help youth organisations transform into learning organisationthrough participation in Erasmus+/YiA training and support activities.
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Davidson, Kate, Tom Daly, and Sara Arber. "Older Men, Social Integration and Organisational Activities." Social Policy and Society 2, no. 2 (April 2003): 81–89. http://dx.doi.org/10.1017/s1474746403001118.
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This article investigates the influence of partnership status on older men's involvement in social organisations, drawing on qualitative research. Men are found to be highly resistant to participation in organisations that cater primarily for the needs of older people. Older divorced and never-married men are more susceptible to social isolation and poor health than married men. This could be ameliorated by membership of such establishments, yet their resistance is the greatest. Policy implications focus on identifying and responding to appropriate provision of organisational and communal activities for ageing men, particularly those who spend their later years without a partner.
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Orr, Stuart, and Akshay Jadhav. "Creating a sustainable supply chain: the strategic foundation." Journal of Business Strategy 39, no. 6 (November 19, 2018): 29–35. http://dx.doi.org/10.1108/jbs-11-2017-0157.
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Purpose This paper aims to introduce a supply chain strategy for supply chain sustainability performance and explain why it is different to normal business/operations strategy. Design/methodology/approach A survey of supply chain managers and detailed case studies of three successful supply chain sustainability organisations identified four components of a supply chain sustainability strategy, the mechanisms behind them and how they interacted. Findings Sustainability leadership, supply chain member involvement in organisational sustainability initiatives, supply chain member involvement in supply chain sustainability strategy planning and technical competency were identified as the four components of a sustainable supply chain strategy. Sustainability leadership legitimises the objectives and involvement of the staff in supply chain-oriented sustainability initiatives and planning. Technical competency provides the capability and language necessary for the development of a supply chain sustainability strategy. This is different to business/operations strategy, however, parallels to other forms of strategy constructs support its ability to achieve performance improvement. Research limitations/implications The research is based on data from developed countries; the findings may be different for emerging economies. Potential hypotheses for future research are suggested. Practical implications The supply chain sustainability strategy will enable organisations to improve the sustainability of their supply chains. Its application is described in the paper. Originality/value The paper develops a strategy framework different to the approach taken in business/operational strategy. It indicates how the sustainability performance of supply chains external to the organisation is increased through their interconnectedness with the organisation.
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Vaja, Jignesh R., and Jignesh Bhatt. "Employee Engagement and Organizational Change: A study on the Role of Employee Engagement in Successful Change Management Initiatives." International Journal of Management and Development Studies 7, no. 3 (March 31, 2018): 52–61. http://dx.doi.org/10.53983/ijmds.v7i3.007.
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Employee participation in organisational change management activities is the focus of this research. Organisational transformation initiatives may benefit greatly from the level of employee buy-in they get. This research delves into what "employee engagement" is and how it's defined, how it relates to effective change management, and what variables help or hurt engagement efforts. Employee involvement during organisational transformation is also studied, along with the methods, leadership practises, and communication techniques that boost it. The research also looks at the ethical implications involved in managing employee engagement during transition and the long-term influence of employee engagement on change results. Organisations may improve change outcomes by fostering employee engagement via a thorough grasp of the role engagement plays in change management.
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Beynon‐Davies, Paul, Douglas Tudhope, and Hugh Mackay. "User involvement, organisational sub‐cultures and development trajectory." Journal of Systems and Information Technology 3, no. 1 (March 1999): 1–15. http://dx.doi.org/10.1108/13287269980000741.
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Uthayasuriyan, K., and A. Jayasagar. "The Effectiveness of Organisational Climate on Job Involvement." Asian Journal of Managerial Science 1, no. 1 (May 5, 2012): 1–6. http://dx.doi.org/10.51983/ajms-2012.1.1.1102.
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Every organization operates in terms of a set of policies and norms, which are sometimes clearly laid down, while at other times, are in the form of traditions and conventions. Thus, an internal environment is created, consisting of a set of organizational characteristics, which can be induced in the way an organization deals with its members. As such, Organizations Climate (OC) may be defined as the human environment within an organization was an employee does their work. It is the shared perception of employees who work and live in the organization. Organizational climate is the root cause for the success or failure of every organization. It is the resultant effect of an interaction of a number of internal variables like structure, system, culture, leaders’ behavior, working conditions and psychological needs of employees with one another. Organizational climate can have a major influence on motivation, productivity and job satisfaction. Climate determines the action and it creates little expectancy as to consequences. This article traces the relationship between OC and the other organizational variables, especially job involvement, which ultimately determines the performance of the employees.
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Daujotienė, Laima, Aušra Kazlauskienė, and Remigijus Bubnys. "Teacher Involvement in Organisational Change: From Engaging Risk to Cooperative Learning." Sustainability 12, no. 22 (November 13, 2020): 9447. http://dx.doi.org/10.3390/su12229447.
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The present research aims at analysing the result of how preconditions, teacher reactions, action strategies, and intervening conditions of teacher involvement in the organisational changes manifest. A particular school which had recently implemented changes was chosen for the investigation. The research is based on application of the strategy of the grounded theory. A semi-structured interview was chosen to collect the data. Grounding on the analysis of the research data, the development paths of the teacher involvement in the organisational changes manifesting at the personal and organisational levels were disclosed. The research reveals that the teacher involvement in the changes is determined by various preconditions: boredom, self-assessment, positive encouragement, support, negative reaction of others. Each precondition for the involvement in the changes creates conditions for the manifestation of different teacher reactions and action strategies. The intervening conditions (continuous changes, changing of personal attitudes and organisational culture) acting during the involvement in the changes were revealed in the course of the research. While analysing the process of the teacher involvement in the changes, the result of this process was revealed: from engaging risk to cooperative learning.
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Alhaqbani, Abdullah, Deborah M. Reed, Barbara M. Savage, and Jana Ries. "The impact of middle management commitment on improvement initiatives in public organisations." Business Process Management Journal 22, no. 5 (September 5, 2016): 924–38. http://dx.doi.org/10.1108/bpmj-01-2016-0018.
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Purpose – Top management commitment is considered a significant factor in improvement programmes, and many papers have been written about the role of top management commitment in implementing a quality management system. However, not considering other management levels’ commitment, such as middle management, may lead to issues in achieving organisational development. Public organisations that work through vertical structures may face a lack of middle management commitment, which might have a negative impact on lower and non-management staff commitment to improvement programmes. In this regard, the purpose of this paper is to examine the impact of middle management’s commitment towards improvement initiatives in public organisations. Design/methodology/approach – Empirical research with a mixed-method design used semi-structured interviews and a questionnaire to explore the current practices of continuous improvement (CI) and examine employees’ views from different management levels of the implications of current improvements in a Saudi public service organisation. Findings – The analysis indicated that the lower managers and non-management staff agree that, after the implementation of the quality management system, the organisation’s middle management showed a lack of commitment to that system. Moreover, this lack of commitment is recognised in the analysis of participants’ views of CI practices recorded in the questionnaire and interviews. This lack of commitment has caused poor employee commitment and thus a lack of problem solving in organisational departments. It is also responsible for a lack of employee involvement, the centralisation of decisions, deficiencies in terms of determining and applying training, inequality between employees and a lack of trust between employees and their managers. These issues could be managed and resolved through middle management and their commitment. Practical implications – Increasing middle managers’ awareness of the importance of their commitment to improvement initiatives can have an impact on employees’ commitment towards improvement initiatives, especially in those public organisations that have vertical/hierarchical structures. The level of commitment towards the implementation of improvement programmes needs further in-depth analyses to identify which factors influence public organisation leaders’ commitment to improvement programmes. Originality/value – The results of this study could motivate middle managers in public organisations to review their policies and to facilitate CI initiatives.
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Falola, Hezekiah O., Odunayo P. Salau, Maxwell A. Olokundun, Comfort O. Oyafunke-Omoniy, Ayodotun S. Ibidunni, and Omotayo A. Osibanjo. "EMPLOYEES’ INTRAPRENEURIAL ENGAGEMENT INITIATIVES AND ITS INFLUENCE ON ORGANISATIONAL SURVIVAL." Business: Theory and Practice 19 (February 2, 2018): 9–16. http://dx.doi.org/10.3846/btp.2018.02.
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Employee intrapreneurial engagement is considered to be one of the fundamental initiatives that can help organisations to achieve a sustainable competitive advantage in the midst of economic hardship and stiff competition particularly in a volatile and competitive business environment. The main objective of this study is to examine how employees’ intrapreneurial engagement initiatives would influence organisational survival. Few studies analyse how employee intrapreneurial engagement may foster organisational survival. In order to bridge this gap, we conducted a survey with three main manufacturing companies in Nigeria. A descriptive research method (Structural Equation Model (AMOS 22)) was applied to analyse the two hundred and fifty-nine (259) copies of valid questionnaire completed by the respondents using stratified and simple random sampling techniques. However, the study indicated that fostering employees’ intrapreneurial engagement have positive significant implications on organisational survival. This suggests that employees’ empowerment, involvement, autonomy, relationships and reward system have significant effects on organisational survival. It is therefore recommended that organisations should challenge their employees by providing them with autonomy and the freedom to innovate and carve out spaces for them to take risks and experiment. The insights discovered from this study would help to facilitate stakeholders to develop or foster employee intrapreneurial engagement and strong institutional strategies to ensure organisational survival.
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Stary, Chris. "Perspective Giving — Perspective Taking: Evidence-Based Learning in Organisations." Journal of Information & Knowledge Management 10, no. 02 (June 2011): 151–58. http://dx.doi.org/10.1142/s0219649211002894.
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Evidence for learning in organisations is given, once alternative or novel ways of task accomplishment are discovered by their stakeholders or management. Besides triggering a learning step, this knowledge should propagate to all concerned members of an organisation or a network of organisations, namely via context-sensitive exploration and re-construction of work processes. We introduce a learning framework based on existing organisational theories and findings. Its implementations cover generating evidence and interactive processing along individual and collective learning processes. Knowledge is supposed to be elicited in an intuitive way, either using a semantically open table top, or applying subject-oriented business-process modeling techniques. Keeping all provided inputs in an organisational memory allows stakeholders and management timely involvement in learning processes. The aligned Knowledge Management System features tracing of learning steps, sharing views, complementing expertise, and exploring content in a collaborative way. Implementation-wise evidence-based learning support does not only require semantic tagging and networking information, but also the exchangeability of perspectives on inputs or results of collaborative exploration sessions. Interactive enablers to that respect are annotations kept in views. Besides content enrichments, they contain links from the fine-grain content elements to social interactions, such as forum entries, as occurring in learning processes.
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Abdullah, Meor Rashydan, Sabitha Marican, and Nurul Liyana Mohd Kamil. "THE MEDIATING ROLE OF SELF-EFFICACY ON THE RELATIONSHIP BETWEEN WORK-FAMILY CONFLICT AND ORGANISATIONAL CITIZENSHIP BEHAVIOUR." Journal of Nusantara Studies (JONUS) 4, no. 1 (June 29, 2019): 246. http://dx.doi.org/10.24200/jonus.vol4iss1pp246-272.
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Organisational citizenship behaviour (OCB) is important in the organisational behavioural research. OCB contributes significantly to the success of an organisation through proactive behaviour in extra-role activity and active involvement in organisation operation to ensure efficiency and productivity in service delivery. The purpose of this study is to examine the relationship between work-family conflict as the antecedent of OCB and the role of self-efficacy as the mediating variable. Data were collected from 510 public administrators at Public Service Department, Ministry of Home Affairs, Ministry of Education and Ministry of Health in Putrajaya, Malaysia. Data analyses were conducted using partial least squares structural equation modelling (PLS-SEM) to test the research model hypotheses related to the relationship between work-family conflict, self-efficacy and OCB. The findings confirmed that there is a significant negative relationship between work-family conflict and self-efficacy and there is no relationship between work-family conflict and OCB. Self-efficacy is proven to be a fully mediation variable in the relationship between work-family conflict and OCB. The results suggest that organisations should be aware of individual characteristics and work-family domain to foster participation and engagement in OCB. The findings of this study contribute to the literature especially on OCB and open new avenues for future research by providing new perspective on factors that influence individual behaviour and also the role of personal efficacy on those relationship. Keywords: Mediation analysis, Organisational Citizenship Behaviour (OCB), self-efficacy, SmartPLS, work-family conflict. Cite as: Abdullah, M. R., Marican, S., & Mohd Kamil, N. L. (2019). The mediating role of self-efficacy on the relationship between work-family conflict and organisational citizenship behaviour. Journal of Nusantara Studies, 4(1), 246-272. http://dx.doi.org/10.24200/jonus.vol4iss1pp246-272
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Qu, Zhi, Carina Oedingen, Tim Bartling, Christian Krauth, and Harald Schrem. "Systematic review on the involvement and engagement of patients as advisers for the organisation of organ transplantation services." BMJ Open 13, no. 5 (May 2023): e072091. http://dx.doi.org/10.1136/bmjopen-2023-072091.
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ObjectivesThis systematic review aims to derive practical lessons from publications on patient involvement and engagement in the organisation of organ transplantation services.DesignThis systematic review was conducted according to the Preferred Reporting Items for Systematic reviews and Meta-Analyses. Inclusion criteria for the analysis of publications in English cited in the databases PubMed and Web of Science until 6 December 2022 required that patients participated as advisers in the organisation of organ transplantation services. Quality assessment was performed using the Guidance for Reporting Involvement of Patients and the Public (GRIPP) 2 small form and the Critical Appraisal Skills Programme (CASP) tool for the assessment of the risks of bias.ResultsDeployed search strings identified 2263 records resulting in a total of 11 articles. The aims and strategies, deployed methods, observed effects, observed barriers and proposed improvements for the future varied vastly. All reported that well-developed programmes involving and engaging patients at an organisational level provide additional benefits for patients and foster patient-centred care. Lessons learnt include: (1) to empower patients, the information provided to them should be individualised to prioritise their needs; (2) financial as well as organisational resources are important to successfully implement patient involvement and engagement; (3) systematic feedback from patients in organisational structures to health providers is required to improve clinical workflows and (4) the consideration of ethical issues and the relationship between investigators and participating patients should be clarified and reported.ConclusionsActionable management recommendations could be derived. The quantitative impact on clinical outcome and economic clinical process improvements remains to be investigated. Study quality can be improved using the GRIPP 2 guidance and the CASP tool.PROSPERO registration numberCRD42022186467.
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Eassom, Erica, Domenico Giacco, Aysegul Dirik, and Stefan Priebe. "Implementing family involvement in the treatment of patients with psychosis: a systematic review of facilitating and hindering factors." BMJ Open 4, no. 10 (October 2014): e006108. http://dx.doi.org/10.1136/bmjopen-2014-006108.
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ObjectiveTo synthesise the evidence on implementing family involvement in the treatment of patients with psychosis with a focus on barriers, problems and facilitating factors.DesignSystematic review of studies evaluating the involvement of families in tripartite communication between health professionals, ‘families’ (or other unpaid carers) and adult patients, in a single-family context. A theoretical thematic analysis approach and thematic synthesis were used.Data sourcesA systematic electronic search was carried out in seven databases, using database-specific search strategies and controlled vocabulary. A secondary manual search of grey literature was performed as well as using forwards and backwards snowballing techniques.ResultsA total of 43 studies were included. The majority featured qualitative data (n=42), focused solely on staff perspectives (n=32) and were carried out in the UK (n=23). Facilitating the training and ongoing supervision needs of staff are necessary but not sufficient conditions for a consistent involvement of families. Organisational cultures and paradigms can work to limit family involvement, and effective implementation appears to operate via a whole team coordinated effort at every level of the organisation, supported by strong leadership. Reservations about family involvement regarding power relations, fear of negative outcomes and the need for an exclusive patient–professional relationship may be explored and addressed through mutually trusting relationships.ConclusionsImplementing family involvement carries additional challenges beyond those generally associated with translating research to practice. Implementation may require a cultural and organisational shift towards working with families. Family work can only be implemented if this is considered a shared goal of all members of a clinical team and/or mental health service, including the leaders of the organisation. This may imply a change in the ethos and practices of clinical teams, as well as the establishment of working routines that facilitate family involvement approaches.
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Kumari, Neeraj. "Comparative Analysis of Organizational Culture in IT Sector." Journal of Business Theory and Practice 9, no. 4 (November 3, 2021): p1. http://dx.doi.org/10.22158/jbtp.v9n4p1.
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The study aims to do a comparative analysis of organizational culture between the three different organizations in IT sector. It is an exploratory research. A structured questionnaire was used to collect the primary data. The sample size was 165. It consisted of employees from three leading IT organizations in India. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation. A true leader is a catalyst in driving: Adaptability–by creating change, emphasising customer focus and promoting organisation learning, Mission–by defining strategic direction, defining objectives and goals and creating a shared vision, Consistency–by managing coordination & integration, defining core values and working to reach agreement, and Involvement–by empowering people, building team orientation and developing organisation capability.
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Gornitzka, Åse, and Ulf Sverdrup. "Societal Inclusion in Expert Venues: Participation of Interest Groups and Business in the European Commission Expert Groups." Politics and Governance 3, no. 1 (March 31, 2015): 151–65. http://dx.doi.org/10.17645/pag.v3i1.130.
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The elaborate system of expert groups that the European Commission organises is a key feature of EU everyday governance and also a potential channel of societal involvement in EU policy making. This article examines the patterns of participation in the expert group system of a broad set of societal actors—NGOs, social partners/unions, consumer organisations, and business/enterprise. The analysis is based on a large-N study of Commission expert groups. Taking on an “executive politics” perspective, we identify main patterns of participation and analyse organisational factors that affect the inclusion of societal actors in the expert group system. We find that such actors are strongly involved in this system. Yet, there is a striking heterogeneity in the extent to which the Commission’s administrative units include societal groups as experts in the policy process. The logics that underpin the inclusion of business organisations are not identical to the logics of inclusion applied to social partners and NGOs. The Commission as the core supranational executive is thus selectively open for societal involvement in its expert groups system, and this bureaucratic openness is patterned, clustered, and conditioned by structural factors that affect how the Commission as a multi-organisation operates.
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Kavcic, Matic, Majda Pahor, and Barbara Domajnko. "User involvement in Slovenian healthcare." Journal of Health Organization and Management 29, no. 5 (August 17, 2015): 595–610. http://dx.doi.org/10.1108/jhom-06-2014-0095.
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Purpose – The purpose of this paper is to report on current developments in user involvement in healthcare in Slovenia and to explore the issue from the macro-, mezzo- and micro-levels. Design/methodology/approach – User involvement is first contextualised within history of the organisation of healthcare system, from its socialist past through to its post-transitional developments. Second, user involvement is tracked through an analysis of healthcare policies and legislation as well as at its institutional and organisational levels. Finally, user involvement practices are illustrated from the perspective of individual patients. A descriptive and exploratory case study design was employed, including a literature review, document analysis and qualitative thematic analysis of nine in-depth and four semi-structured interviews. Findings – The findings reveal a complex and at times ambivalent picture in which user involvement is still not firmly embedded into the healthcare system, despite being generally accepted. Originality/value – No systematic qualitative research of patient involvement in Slovenia has previously been published. This research will establish a basis for further investigations of the topic.
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Rose, Diana, Marian Barnes, Mike Crawford, Edward Omeni, Dee MacDonald, and Aaron Wilson. "How do managers and leaders in the National Health Service and social care respond to service user involvement in mental health services in both its traditional and emergent forms? The ENSUE study." Health Services and Delivery Research 2, no. 10 (April 2014): 1–94. http://dx.doi.org/10.3310/hsdr02100.
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BackgroundThis study set out to measure the extent and perceived impact of service user involvement (SUI) in mental health services and to explore different forms of SUI, both collective and individual. The focus was on service users’ (SUs’) interactions with managers and other key decision-makers in the UK NHS and social care. The theoretical frameworks used were organisational theory and new social movement theory.ObjectivesTo explore the impact of service user involvement in mental health on shaping policy agendas and delivery specifically in terms of their impact on key decision-makers.DesignA mixed-methods design was used.SettingThe study took place in three NHS foundation trusts (FTs): two metropolitan and one rural.MethodsThe methods included surveys, interviews, ethnographies, case studies and focus groups.ResultsIn the first phase of the study, which took the form of surveys, it was found that ‘ordinary’ SUs had a relatively high level of involvement in at least one service domain and that where they were involved they believed this had produced a positive impact on service development and delivery. Likewise a majority of front-line staff encouraged SUI and thought this had a positive impact although social workers were more likely to have directly participated in SUI initiatives than nurses. In the second phase of the study, which used qualitative methods, an ethnography of user-led organisations (ULOs) was conducted, which showed that ULOs were being forced to adapt in an organisational climate of change and complexity, and that decision-makers no longer claimed the high moral ground for working with ULOs, but expected them to work within a system of institutional behavioural norms. This posed many challenges for the ULOs. In phase 2 of the research we also examined the role of SU governors in NHS FTs. We posed the question of whether or not SU governors represented a shift away from more collective forms of organisation to a more individual form. It was found that SU governors, too, had to work within a system of norms deriving from the organisational structure and culture of the NHS, and this impacted on how far they were able to exercise influence. There was also evidence that user governors were beginning to organise collectively. In respect of individual forms of involvement we also attempted to run focus groups of people in receipt of personal budgets but concluded that, as yet, they are not embedded in mental health services.ConclusionsIt was concluded that SUs and managers are working in a climate of dynamic and complex organisational change, of which user involvement is an integral part, and that this has impacted on the nature of SUI as a new social movement. Managers need to attend to this in their interactions with SUs and their organisations.FundingThe National Institute for Health Research Health Services and Delivery Research programme.
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Jen, Sern Tham, Amirul Aizat Mohd Ali, and Hongjie Zhang Thomas. "Predicting The Role of Organisational Listening and Job Resources in Job Engagement." Jurnal Komunikasi: Malaysian Journal of Communication 38, no. 2 (June 29, 2022): 107–26. http://dx.doi.org/10.17576/jkmjc-2022-3802-07.
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Job engagement is defined as one’s enthusiasm and involvement in his or her job. Individuals who are profoundly engaged with their job are motivated by the work itself. They will, in general, work harder and more productively than others and are bound to create the outcomes that their clients and organisation need. Although existing empirical studies have provided evidence that perceived organisational support (POS) and supportive leader behaviour can significantly predict job engagement, the effect of organisational listening on employee job engagement is still under researched. Guided by the Job Demand-Resources (JD-R) model, this study proposed that organisational listening is a vital predictor of job engagement. We analysed whether organisational listening holds a more substantial statistical power than perceived organisational support and supportive leader behaviour as job resources. We conducted an online survey that involved 207 employees from a Malaysian IT management consulting company. After analysing the survey data through multiple regression analysis, the results showed that organisational listening was a significant predictor of job engagement. Besides, organisational listening showed an incremental validity above and beyond perceived organisational support and supportive leader behaviour in predicting job engagement. These findings suggest that employees become engaged in their job when they believe that the leader incorporates values and action to listen accurately and is supportive. Implications in theoretical and practical perspectives were discussed. Keywords: Organisational listening, job engagement, job resources, perceived organisational support, supportive leader behaviour.
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Aeby, Michael. "Making an impact from the margins? Civil society groups in Zimbabwe's interim power-sharing process." Journal of Modern African Studies 54, no. 4 (November 4, 2016): 703–28. http://dx.doi.org/10.1017/s0022278x16000616.
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ABSTRACTThe paper examines the role of civil society organisations (CSOs) in Zimbabwe's interim power-sharing process. It identifies CSOs’ organisational capacity, nature of engagement in the political process and relations with the power-sharing parties as the principal issues affecting CSOs’ ability to promote peace-making and democratisation in the context of a transitional executive power-sharing process. Based on these analytical themes, the case analysis argues that CSOs’ sway on the transition was particularly constrained by organisational fragmentation and disunity, divergent strategies vis-à-vis the interregnum, diminishing access to political elites, the latter's refusal to permit greater civic involvement, and continued repression.
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Chidziwa, Tichaona, Liberty Chidziwa, and Vuyani Langa. "MOVING FROM BUREAUCRACY TO ADHOCRACY: AN INNOVATIVE APPROACH TOWARDS TORWARDS AN IMPROVED OPERATIONS STRATEGY." EPH-International Journal of Business & Management Science 9, no. 3 (September 1, 2023): 17–22. http://dx.doi.org/10.53555/eijbms.v9i3.149.
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This review paper seeks to analyse and elucidate on the depth and extent of public sector managers’ involvement in creating, inculcating and sustaining an innovative culture in their public spheres thus shifting from bureaucracy and adopting an adhocratic organisational culture. This process involved a systematic review, synthesis and analysis of several articles, journals and books as a n exhaustive review of literature. A selection of articles and journals articulating the concepts of bureaucracy, adhocracy and public sector innovation were analysed. This analysis revealed that there is a paradigm shift in the organisational culture, design and strategy of some public sector organisations and institutions as they seemingly incorporate bureaucracy, adhocracy and innovation as an endeavour to adapt to the dynamic nature of the public service and as a mechanism to enhance organisational functionality and capability of the state to deliver services. This paper further establishes a glaring and inherent relationship between adhocracy culture and strategy implementation as outlined and described in Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. This paper analyses the current highly bureaucratised public sector can implement and infuse in their organisational structure, operations and culture adhocracies towards the realisation of the public sector innovation concept. The analysed articles are relevant and befitting to the topic as they link bureaucracy and adhocracy and how a possible shift can bring about an innovative and creative public service. A qualitative research approach was used where existing literature collected as research empiricism and the empirical findings of the articles were documented. This review paper is novel because it seeks to contribute to the current debate in the literature of public sector innovation through the use adhocracy and bureaucracy. This paper concludes that there is a symbiotic relationship between adhocracy, strategy implementation and innovation It recommends that the leadership and management of public sector organisations should work towards a structure of establishing a structure that accommodates adhocracy within their organisation as a recipe for effective strategy implementation and innovation. Both operational and strategic levels of leadership and management should be structured such an adhocratic culture within the organisation prevails in order to drive innovation through a paradigm shift from a bureaucratic approach to an innovative culture through adhocracy. Implications of this paper include a revision of the Department of Public Service Administration’s Operations Management Framework operations strategy to entail adhocracy as a central tenet in formulating the Service Delivery Model, Service Delivery Improvement Plan and Organisational structure design. This paper further recommends a similar survey to be undertaken in individual government departments and further pursuit of adhocracy culture in other semi government organisations to test appositeness.
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van Langen, Pieter, Gerdje Pijper, Pieter de Vries, and Frances Brazier. "Participatory Design of Participatory Systems for Sustainable Collaboration: Exploring Its Potential in Transport and Logistics." Sustainability 15, no. 10 (May 12, 2023): 7966. http://dx.doi.org/10.3390/su15107966.
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Challenges involving economic, environmental, and societal aspects necessitate organisations in business networks to collaborate. The scientific problem central to this paper is the difficulty of building sustainable collaborations. The research question is how to support organisations in building sustainable collaborations in their business relationships. This paper presents a new socio-technical approach to this end, i.e., PDPS (an acronym for Participatory Design of Participatory Systems) and explores its potential in a case study. PDPS is a value-based approach to the participatory design of participatory systems. Such socio-technical systems enable people working in different disciplines, departments, and organisational levels to create sustainable relationships supported by distributed information and communication technology. In a participatory system, participants gain trust, engagement, and empowerment to self-organise actions that produce results they could not have achieved alone. Following PDPS, participants collectively explore challenges in their relationship, define a joint value-based mission, and create a continuous process of self-organisation to fulfil this mission. In a case study, PDPS supported two Dutch business partners in solving recurring transport and logistics issues in retail store refurbishment projects. Turning their traditional business processes into participatory ones led to new solutions for sustainable transport and logistics, more joint business, and more profit. PDPS differs from other approaches in its involvement of all participants in a business relationship, its focus on shared values, and its capacity for creating a continuous process of self-organisation to fulfil a joint mission. This paper may support researchers, practitioners, and organisational policymakers interested in building sustainable collaborations in business networks.
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Maurya, Kamlesh Kumar, and Manisha Agarwal. "Organisational talent management and perceived employer branding." International Journal of Organizational Analysis 26, no. 2 (May 14, 2018): 312–30. http://dx.doi.org/10.1108/ijoa-04-2017-1147.
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Purpose The purpose of this paper is to examine the potential impact of organisational talent management practices on perceived employer branding. Talented employees are the lifeline of any organisation who contribute effectively to the organisation’s success. Talented workforce and their organisational attraction to remain productive act as a primary competitive enabler for the organizational performance. Employer branding now becomes a key factor to achieve success in business which engenders cognitive and emotional association along with positive involvement at workplace among organizational members. In the context of economic competitiveness and globalisation, employers are experiencing challenge in attracting and retaining talented workers. Design/methodology/approach This paper uses quantitative design; questionnaire survey method was used for assessing the organisational talent management and employer branding. Data have been collected through a sample of 232 executives’ class employees from various coal and iron mining industries located in Indian subcontinents. Finally, 197 responses were found to be acceptable for analysis. Hypotheses were tested using a comparison of means, correlations and multiple regression analysis. Findings Findings of the paper show that organisational talent management is strongly and positively with the perceived employer branding. Regression analysis showed that among the eight dimensions of organisational talent management, the predictors that are most effective in predicting the employer branding are, namely, rewards and remunerates fairly, manages work–life balance and attracts and recruits talent. Research limitations/implications This paper was limited by a small sample size and the use of a cross-sectional design is not done. On the ground of analysis, more specific approach is required to apply the findings to the general population. Originality/value Much of the work on employer branding is conceptual based on marketing principle and limited to deal with potential employees. This paper provides empirical evidence from the internal/current employees’ perspective, by investigating the relationship between organisational talent management practices and organisational attraction internally, that is, perceived employer branding. Present paper contributes significantly to the implication and understanding of social exchange theory, internal branding theory and social identity theory in organisational setting (Eisenberger et al., 1986; Liden et al., 1997; Masterson et al., 2000; Settoon et al., 1996; Wayne et al., 1997).
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Cao, EnWei, and Jim Green. "Empirical study on big data of workplace spirituality theory method and computational simulation." Applied Mathematics and Nonlinear Sciences 5, no. 2 (December 21, 2020): 405–14. http://dx.doi.org/10.2478/amns.2020.2.00059.
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AbstractWorkplace spirituality, job engagement, and perceived organisational support have become the themes over which heated discussion is held in the fields of management and public research. With the development of science and technology and the arrival and upgrading of burgeoning technologies, the competition among enterprises has been aggravated, while the employee's job engagement has become one of the key aspects to keep the competitive edge. By taking workplace spirituality as the premise variable of job engagement and perceived organisational support, the influences of workplace spirituality, perceived organisational support, and job engagement are discussed in this paper. In addition, by taking perceived organisational support as the regulated variable, a theoretical model was built and the regulating effect of perceived organisational support on workplace spirituality and job engagement was discussed. The empirical data of the model was obtained through 187 questionnaires. Data analysis and research hypothesis was implemented through SPSS23.0, theory method, and computational simulation. In sum, workplace spirituality and job involvement are remarkable and are positively associated with each other. Perceived organisational support plays a role in regulating the job engagement. These results provide new perspectives for exploring unemployment problems existing due to lack of job engagement. The organisation can intervene in employees’ work by cultivating workplace spirituality.
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Jumbe, Moses, and Cecile N. Gerwel Proches. "The impact of institutional culture on change initiatives in an electric utility company in Africa." African Journal of Economic and Management Studies 7, no. 3 (September 5, 2016): 295–313. http://dx.doi.org/10.1108/ajems-08-2015-0093.
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Purpose Organisational culture is increasingly being recognised as a critical determinant of the success or failure of organisational change efforts. A power utility company in Africa was undergoing planned change driven by its ambitious vision of becoming one of the top five performing utilities in the world. The purpose of this paper is to explore how the organisation’s culture was impacting on the change initiatives of one of the organisation’s operating units. The study also sought to investigate the robustness of the change model employed to inform the change process. Design/methodology/approach The study employed qualitative research methods for data collection, sampling and analysis. Ten semi-structured, in-depth interviews were conducted with managers, supervisory and non-supervisory staff in the operating unit. Data analysis was by means of thematic analysis. Findings Organisational culture was found to be impacting the operating unit’s change efforts. According to the participants, cultural analysis to determine organisational readiness for change was not adequately undertaken. The cultural factors of, among others, communication, feedback, involvement, and consultations negatively impacted the change efforts. The participants’ perceptions were that leadership failed to connect employees to the vision. Originality/value The paper provides insight into the importance of leadership’s understanding and consideration of organisational culture in change initiatives. Cultural analyses before embarking on change assists leaders in identifying and then strengthening or changing cultural tenets implicated by the change initiatives.