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Journal articles on the topic 'Organisation behaviour'
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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (July 1, 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
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Rücker, Marius Sebastian. "A Critical Evaluation of the Psychological Contract as a Determiner of Behaviour in Organisations." International Journal of Human Resource Studies 8, no. 1 (January 2, 2018): 180. http://dx.doi.org/10.5296/ijhrs.v8i1.12403.
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Due to a perpetual increase in globalisation, it has become more significant to hire employees who believe in the corporate mission and values and to incentivise these employees to help the organisation to grow. This leads to the question whether and to which extent organisations can determine the behaviour of employees. One widely known concept of measuring and predicting the psychological satisfaction of members of an organisation is the psychological contract. Therefore, the aim of this research paper is to evaluate the psychological contract as a determiner of behaviour in organisations. In order to conduct this evaluation, different stages of the relationship between employees and organisations are examined. The evaluation of the psychological contract in regards to these different stages has led to the result that the psychological contract determines organisational behaviour though external influences and through internal communication of an organisation. In addition to that, the critical evaluation has shown that the psychological contract continues to be a field of interest in organisations in the future and for prospective examinations.
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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.
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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (December 1, 2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.
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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.
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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
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Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
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Glennon, Russ, Ian Hodgkinson, and Joanne Knowles. "Learning to manage public service organisations better: A scenario for teaching public administration." Teaching Public Administration 37, no. 1 (October 15, 2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.
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In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviours. Key skills required for public managers to exploit the knowledge of all organisational members and confront the challenges of a contested concept, such as public value, are developed and comprise summarising evidence, making judgements, sharing thought processes on a contentious issue, and arriving at a consensus together. Contributions to public administration theory and practice are discussed.
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Keogh, Kathleen, and Liz Sonenberg. "Designing Multi-Agent System Organisations for Flexible Runtime Behaviour." Applied Sciences 10, no. 15 (August 2, 2020): 5335. http://dx.doi.org/10.3390/app10155335.
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We address the challenge of multi-agent system (MAS) design for organisations of agents acting in dynamic and uncertain environments where runtime flexibility is required to enable improvisation through sharing knowledge and adapting behaviour. We identify behavioural features that correspond to runtime improvisation by agents in a MAS organisation and from this analysis describe the OJAzzIC meta-model and an associated design method. We present results from simulation scenarios, varying both problem complexity and the level of organisational support provided in the design, to show that increasing design time guidance in the organisation specification can enable runtime flexibility afforded to agents and improve performance. Hence the results demonstrate the usefulness of the constructs captured in the OJAzzIC meta-model.
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Susomrith, Pattanee, and Albert Amankwaa. "Relationship between job embeddedness and innovative work behaviour." Management Decision 58, no. 5 (August 13, 2019): 864–78. http://dx.doi.org/10.1108/md-11-2018-1232.
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Purpose The purpose of this paper is to enable management decisions to develop innovation within an organisation by examining the relationship between job embeddedness (JE) and innovative work behaviour (IWB) while also considering the moderating effect of life satisfaction upon this relationship. Design/methodology/approach Data were collected from 213 employees of small- and medium-sized organisations in Thailand. Confirmatory factor analysis was conducted to assess the reliability of the measures and validity of the constructs. Multiple regression and PROCESS Macro techniques were used to test the direct and moderation effects. Findings The two components of JE, organisational and community embeddedness, were found to positively predict IWB. Additionally, life satisfaction was found to moderate the relationship between organisational embeddedness and IWB, but not the relationship between community embeddedness and IWB. At low levels of life satisfaction, the JE and IWB relationship was non-existent. Practical implications Organisations can potentially foster employee innovation by adopting strategies that seek to strengthen employee embeddedness in the organisation and in their community. Originality/value Studies on the effect of JE on IWB, particularly in small and medium enterprises and the influence of life satisfaction is sparse. This study redresses this imbalance in the knowledge base.
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Syaebani, Muhammad, Annisa Merdekawati, Monica Devina, and Dindha Primadini. "Political Behaviours of Internal Auditors in the Indonesian Public Organisation." IJHCM (International Journal of Human Capital Management) 5, no. 1 (May 31, 2021): 80–90. http://dx.doi.org/10.21009/ijhcm.05.01.7.
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Political behaviours are common in a workplace, including in a public organisation. However, political behaviours are like a double-edged sword. They could support the management, but on the other hand, they could also turn into a negative side which generates some drawbacks and inhibits the effectiveness of management. This research focuses on types, causes, impacts, and solutions of internal auditors’ political behaviours. We used the phenomenological methodology and qualitative approach. Interviews were conducted with ten auditors from various backgrounds to ensure the validity of the findings. This research revealed four main conclusions. First, there are two types of political behaviour, namely defensive political behaviour and impressive management. Second, the causes of political behaviour are individual and organisational. Third, the political behaviour could impact intrapersonal auditors, interpersonal relationship, and organisation as a whole. Fourth, this research indicates solutions to encounter the problems by improving the human resource system and organisational culture.
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Gilani, Hasan. "Corporate brand identity and employee brand citizenship behaviour: A conceptual framework." Marketing Review 19, no. 1 (November 29, 2019): 51–84. http://dx.doi.org/10.1362/146934719x15633618140783.
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This research paper aims to explore and identify the impact of corporate identity on brand citizenship behaviour within retail organisations. The study analyses the influence of corporate identity of an organisation, and more particularly on the employees' desire to engage in brand supporting behaviours. Relationships were identified between corporate identity, internal communication and composites of employee perception of corporate identity - resulting as determining influences on employee behaviour intentions. These relationships are presented as a conceptual model that depicts the influence of corporate identity on employee brand citizenship behaviours. The study makes contributions to the employee branding, services marketing, and organisational citizenship literature, but its main contribution is to extend the corporate identity literature into a new area of employee behaviour through internal communication.
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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.
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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.
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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
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Karimi, Leila, Sandra G. Leggat, Cindy Cheng, Lisa Donohue, Timothy Bartram, and Jodi Oakman. "Are organisational factors affecting the emotional withdrawal of community nurses?" Australian Health Review 41, no. 4 (2017): 359. http://dx.doi.org/10.1071/ah16027.
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Objective The aim of the present study was to investigate the effects of work organisation on the emotional labour withdrawal behaviour of Australian community nurses. Methods Using a paper-based survey, a sample of 312 Australian community nurses reported on their emotional dissonance, withdrawal behaviours (i.e. job neglect, job dissatisfaction, stress-related presenteeism) and work organisation. A model to determine the partial mediation effect of work organisation was developed based on a literature review. The fit of the proposed model was assessed via structural equation modelling using Analysis of Moment Structures (AMOS; IMB). Results Community nurses with higher levels of emotional dissonance were less likely to be satisfied with their job and work organisation and had a higher tendency to exhibit withdrawal behaviours. Work organisational factors mediated this relationship. Conclusion Emotional dissonance can be a potential stressor for community nurses that can trigger withdrawal behaviours. Improving work organisational factors may help reduce emotional conflict and its effect on withdrawal behaviours. What is known about the topic? Although emotional labour has been broadly investigated in the literature, very few studies have addressed the effect of the quality of work organisation on nurses’ withdrawal behaviours in a nursing setting. What does this paper add? This paper provides evidence that work organisation affects levels of emotional dissonance and has an effect on job neglect through stress-related presenteeism. What are the implications for practitioners? In order to minimise stress-related presenteeism and job neglect, healthcare organisations need to establish a positive working environment, designed to improve the quality of relationships with management, provide appropriate rewards, recognition and effective workload management and support high-quality relationships with colleagues.
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Olckers, Chantal, Marieta du Plessis, and Riandi Casaleggio. "Authentic leadership, organisational citizenship behaviours, and intention to quit: the indirect effect of psychological ownership." South African Journal of Psychology 50, no. 3 (December 26, 2019): 371–84. http://dx.doi.org/10.1177/0081246319891658.
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The aim of this study was to explore the influence of perceived authentic leadership on followers’ citizenship behaviour and their intention to quit their jobs, and to examine the indirect effect of psychological ownership in the relevant relationships. The study used a cross-sectional survey design to gather data from a sample of South African service industry employees ( N = 384). It employed structural equation modelling to test the hypotheses formulated. The study found that psychological ownership indirectly affected the relationship between authentic leadership and employees’ organisational citizenship behaviour and intention to quit. This study enables organisations to gain a better understanding of how a contextual resource such as authentic leadership behaviours can influence followers’ organisational citizenship and intention to quit through increasing feelings of ownership of the organisation.
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Lu, Wenxue, Yuxin Wei, and Rui Wang. "Handling inter-organisational conflict based on bargaining power." International Journal of Conflict Management 31, no. 5 (March 27, 2020): 781–800. http://dx.doi.org/10.1108/ijcma-06-2019-0092.
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Purpose This paper aims to reveal the effects of an organisation’s bargaining power on its negotiating behaviours (including integrating, obliging, compromising, dominating and avoiding) in the context of inter-organisational conflict in construction projects and investigate how organisational power distance orientation moderates the relationship between the organisation’s bargaining power and its negotiating behaviours. Design/methodology/approach The authors conducted a questionnaire survey among practitioners in the Chinese construction industry with the final sample consisting of 219 responses. A structural equation model was used to analyse the data and test the hypotheses. Findings The results reveal that an organisation’s bargaining power is positively associated with dominating and integrating behaviours but negatively associated with obliging and avoiding behaviours. Additionally, bargaining power is found to be negatively associated with compromising behaviour when the organisation has a high power distance orientation. Finally, a higher degree of power distance orientation strengthens the positive effect bargaining power has on dominating behaviour. Practical implications The findings can help practitioners to predict the negotiating behaviours of a counterpart according to its bargaining power and the power distance in its organisational culture. This can then enable practitioners to adjust their strategies accordingly and steer the negotiations towards a win–win outcome. Originality/value This study applies the approach-inhibition theory of power to inter-organisational negotiations and empirically tests the relationship between an organisation’s bargaining power and its negotiating behaviours in the context of construction projects. Additionally, this study reveals that organisational power distance orientation moderates this relationship.
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Cant, Michael Colin, Johannes Arnoldus Wiid, and Carly Prinsloo. "Cross cultural differences in loyalty, morality and codes of ethics in African countries: a Nigerian and South African study." Corporate Ownership and Control 11, no. 4 (2014): 599–608. http://dx.doi.org/10.22495/cocv11i4c7p2.
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Negative behaviour within an organisation affects the reputation, and the operations of an organisation. The factors that have an influence on behaviour include morality, ethics and loyalty. With numerous influences on morality and loyalty alike, ethical codes are varying among countries, organisations and individuals. The fluctuating nature of codes of ethics means that organisations working together, which are based in different regions, have different expectations and perceptions of ethics based on the codes of ethics established within their organisations. The results indicated that small business owners in leading African countries (South Africa and Nigeria) have similar views on moral behaviour and concern for ethical misconduct in the workplace
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Na-Nan, Khahan, Peerapong Pukkeeree, Ekkasit Sanamthong, Natthaya Wongsuwan, and Auemporn Dhienhirun. "Development and validation of counterproductive work behaviour instrument." International Journal of Organizational Analysis 28, no. 3 (December 12, 2019): 745–63. http://dx.doi.org/10.1108/ijoa-04-2019-1748.
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Purpose Counterproductive work behaviour (CWB) is a type of behaviour of an individual that works against an organisation or employer, and he/she is usually discretionary (i.e. individuals make conscious choices as to whether they want to commit aberrant work behaviour). To deal with CWB in different contexts, organisations need to both understand and continually measure their employees in terms of behaviour and work. This study aims to develop an instrument to measure CWB for small and medium-sized enterprises in Thailand. Design/methodology/approach The study was conducted in three stages to develop a measurement scale for CWB. First, 27 questions were developed as a questionnaire based on concepts and theories of CWB and then verified using exploratory factor analysis with three CWB dimensions, namely “poor behaviour”, “misuse of organisational resources” and “inappropriate communication”. The questionnaire surveyed a total of 386 individuals working in SMEs. Finally, confirmatory factor analysis (CFA) and convergent validity were examined following the three CWB dimensions. Findings Three dimensions were developed to measure CWB, including aspects of poor behaviour, misuse of organisational resources and inappropriate communication. Practical implications The CWB questionnaire has practical use for assessing employee behaviour and can assist organisations and practitioners to better understand the CWB of employees. This know-how will help practitioners to assess employee behaviour and can be used to manage or develop this into good behaviour as valued members of the organisation. Originality/value The validity of the CWB questionnaire questions will facilitate the future research on the boundaries with CWB assessments spanning different SMEs contexts. Empirical study results validated that CWB measurement offered new perspectives to explore vital employee behavioural deviation that are necessary for the inspection employee behavioural deviation. This instrumental support will also help researchers to effectively understand CWB and explore its potential in future studies.
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Knutsson, Hans, and Anna Thomasson. "Exploring organisational hybridity from a learning perspective." Qualitative Research in Accounting & Management 14, no. 4 (October 9, 2017): 430–47. http://dx.doi.org/10.1108/qram-04-2016-0030.
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Purpose The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations. Design/methodology/approach The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned company in Sweden providing waste management services. The study revolves around empirical data gathered in official documents and in face-to-face interviews. All the data concern the time span between 2004 and 2016. Findings The analysis of the case studied provides us with insights into how hybridity manifests itself in mind-set and processes. There is a need for individuals within and around the organisation to be aware of and accept new goals and strategies to change their behaviour accordingly. The result of this study thus shows that contrary to findings in previous research on hybrid organisations, merely changing the structure of the organisation is not sufficient. Instead, learning is key to the development of hybridity and to overcome goal incongruence and conflicts of interest in hybrid organisations. However, this takes time and is likely to be dependent on individuals’ willingness to accept and adapt these new strategies and goals. Research limitations/implications The result of this study is based on one single case study in one specific hybrid context. No empirical generalisation is aspired to. Instead, the aim has been to – through an explorative approach – make an analytical contribution to the knowledge about hybrid organisations. Further studies are thus necessary to deepen the understanding of the hybrid context and the situations under which hybrid organisations operate and develop. Practical implications Based on the result from this study, it seems that an organisation needs to learn how to be a hybrid organisation. There are no isolated structural solutions that can create a hybrid organisation other than in a formal sense. New ways to exploit organisational resources and the hybrid context are necessary to find new and innovative ways of how to use the hybrid context in a way that improves service sector delivery. Originality/value Predominately, research on hybrid organisations has until recently been working with the premise that hybrids are not a breed of its own but a mix of two or several ideal types. Consequently, the result from this type of research has often landed in a conclusion regarding the complexity of combining what often is considered contradictory and conflicting goals. In this paper, a different and novel approach is taken. The paper illustrates how hybrid organisations develop over time, and it suggests that hybridity manifests itself in mindset and processes. The main contribution is an exploration and illustration of how organisational learning may be considered as the missing link between the structural orientation of previous explanations of hybrid organisations and the organisational property of hybridity. Hybridity is the result of exposure to, acceptance of and adaptation to new goals and strategies and expresses itself in “hybrid behaviour”.
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Farndale, Elaine, Susanne E. Beijer, Marc J.P.M. Van Veldhoven, Clare Kelliher, and Veronica Hope-Hailey. "Work and organisation engagement: aligning research and practice." Journal of Organizational Effectiveness: People and Performance 1, no. 2 (May 27, 2014): 157–76. http://dx.doi.org/10.1108/joepp-03-2014-0015.
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Purpose – To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each. Design/methodology/approach – Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance. Findings – The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance. Practical implications – The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations. Originality/value – The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice.
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Ho, Jessica Sze Yin, Sanjaya S. Gaur, Kok Wai Chew, and Nasreen Khan. "Gender roles and customer organisational citizenship behaviour in emerging markets." Gender in Management: An International Journal 32, no. 8 (November 7, 2017): 503–17. http://dx.doi.org/10.1108/gm-01-2017-0009.
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Purpose Organisational citizenship behaviour (OCB) entails employees’ voluntary commitment to an organisation beyond their contractual responsibilities and has been found to be contributing to an organisation’s success. While the roles of gender and OCB exhibited by employees (as internal stakeholders) are documented, the role of gender in OCB by customers (as external stakeholders) of an organisation, especially within the context of emerging markets, is not found, therefore necessitating further studies. This research aims at bridging this research gap. Design/methodology/approach In total, 203 male and 194 female customers representing the young working professionals segment rated their level of satisfaction with the relationship that they had with their banking website. They also indicated their willingness to participate in different dimensions of OCB. Findings Generally, both men and women, who are satisfied with the relationship that they have with the organisation, indicated their willingness to contribute to the organisation by displaying OCB. Contrary to past studies, where women at workplace were reported to be more likely to participate in OCB, the findings from the customer’s perspective revealed that men are more likely to engage in OCB. Research limitations/implications The results indicated that OCB is not limited to internal customers (employees) but could also be expanded to external customers. The stereotypes causing females to be perceived as stronger OCB contributors may not remain constant in all types of circumstances. Originality/value To the best of the authors’ knowledge, this appears to be the first study to establish the gender role in OCB from the customer’s perspective in the context of an emerging market.
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Ji, Yunho, and Hyun Joong Yoon. "The Effect of Servant Leadership on Self-Efficacy and Innovative Behaviour: Verification of the Moderated Mediating Effect of Vocational Calling." Administrative Sciences 11, no. 2 (April 8, 2021): 39. http://dx.doi.org/10.3390/admsci11020039.
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This study aimed to verify the impact of servant leadership on innovative behaviour in non-governmental organisations (NGOs). It particularly investigated the role of a mediator for self-efficacy in the relationship between servant leadership and innovative behaviour. This study defined the organisational psychology-behaviour mechanism in non-profit organisations by verifying the moderated mediating effect of vocational calling in the relationship between servant leadership, self-efficacy, and innovative behaviour. The 174 pilot samples used in this study comprised community service participants in NGOs. The analysis verified the hypothesis set through causal correlations among four variables using regression analysis and the PROCESS macro developed by Hayes. Vocational calling played a moderating role in the relationship between servant leadership and self-efficacy, and vocational calling had a conditional effect on the impact of servant leadership on innovative behaviour through self-efficacy. Meanwhile, self-efficacy fully mediated servant leadership and innovative behaviour. Based on the verification of the mechanism of organisational psychology-action, this study sought ways to develop the organisation of NGOs and improve the working environment.
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Čiarnienė, Ramunė, Milita Vienažindienė, and Rūta Adamonienė. "Linking the employee voice to a more sustainable organisation: the case of Lithuania." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 18–28. http://dx.doi.org/10.2478/emj-2021-0009.
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Abstract During the past years, sustainability has become an idea of organisational development. There is a growing trend to focus more not only on yield and economic profit but also on the care for the environment and contribution to the social balance, simultaneously delivering economic, social, and environmental benefits. This paper aims to determine how employee voice can lead to a more sustainable organisation by examining the gap between employee preferences and the current situation. The quantitative method in the form of a survey was used to examine the role of employee voice in the journey towards a more sustainable organisation across different sociodemographic characteristics. Four-hundred-and-twelve complete responses from Lithuanian employees representing different business and public sector organisations were used for analysis. The results of empirical research revealed a significant gap between the employee voice (importance of sustainable behaviour) regarding economic, social and environmental issues and the manifested corresponding sustainable behaviour. The largest interval in values of the employee voice and the current situation was determined in the groups of sustainable environmental behaviour and sustainable economic behaviour.
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Holtham, Clive, and Iain L. Mangham. "Organisation Analysis and Development: A Social Construction of Organisational Behaviour." Journal of the Operational Research Society 39, no. 3 (March 1988): 318. http://dx.doi.org/10.2307/2582616.
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Holtham, Clive. "Organisation Analysis and Development: A Social Construction of Organisational Behaviour." Journal of the Operational Research Society 39, no. 3 (March 1988): 318. http://dx.doi.org/10.1057/jors.1988.51.
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P. P., Bata, Norman A., and Allen D. "Information Sharing Behaviour of Complex and Extended Organisations." International Journal of Business and Management 15, no. 11 (October 20, 2020): 41. http://dx.doi.org/10.5539/ijbm.v15n11p41.
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The information sharing behaviours observed in extended organisations involve the use of dedicated specialised teams and groups. This study presents theoretical evidence, drawing on Activity Theory as an analytical lens, linking specialised teams in such complex and extended organisations to conditions which may lead to information sharing failures. These failures are apparent through tensions and contradictions examined in the activity system which helped in identifying failures in the formal systems and emergent behaviours to (or “intending to”) resolve them. Results from this study show that information sharing behaviours in an extended organisation are driven in part at least by the team’s need and ability to share information with members of the team (formed to) dealing with an information sharing failure resulting in an organisational problem and aimed at achieving a common shared goal in the relationship. There is an established link showing that information sharing in the setting supports and enhances the exchange of ideas and information between partners due to the complementing needs of services thus helping in reducing extension problems and, thereby, providing a coping strategy for the central organisation. Amongst the importance of information sharing in the setting is the ability to forecast uncertainties as a result of better understanding of each partner’s capabilities and strength. Complexity was observed to be a factor that triggers information sharing failure in extended relationships and dependencies. This occurs when there is no congruence between information deliveries amongst all the collaborating partners.
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Muñoz, José Manuel, Francisco Braza, and Rosario Carreras. "Controlling relationships in preschool children." International Journal of Behavioral Development 28, no. 5 (September 2004): 444–48. http://dx.doi.org/10.1080/01650250444000162.
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In order to facilitate the comprehension of social structure in preschool children, our research has two foci: first, to define controlling behaviours (nonaggressive group organisation) and to determine their organisational principles, and second, to analyse the relation of the controlling behaviours with aggressive behaviours. Through direct observation, the behaviour of 90 preschoolers aged 4–5 years old during free playtime was registered. A correspondence analysis revealed that two organisational principles structure controlling relationships, one related to authority and another to acquiescence. The independence of these two dimensions suggests the existence of a social hierarchy in preschoolers’ playgroups based on controlling behaviour. No significant relation between authoritative and aggressive behaviours in 4-year-old children was detected, while 5-year-old children with high levels of authoritative behaviour were less aggressive than individuals with low levels. Our results point out that controlling activity is relevant in the organisation of preschool children’s social groups. Children’s goal development probably determines the change of the behavioural strategies that facilitate the evolution of social structure from aggressive to controlling hierarchies. We judge it necessary for research to focus on controlling interactions.
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Markovic, Mirna. "IZAZOVI I PRILIKE ZA USPOSTAVU I ODRŽAVANJE KULTURE POVJERENJA U ORGANIZACIJI / CHALLENGES AND CHANCES FOR THE ESTABLISHMENT AND MAINTENANCE OF THE CULTURE OF TRUST IN AN ORGANISATION." Journal of the Faculty of Philosophy in Sarajevo / Radovi Filozofskog fakulteta u Sarajevu, ISSN 2303-6990 on-line, no. 23 (November 10, 2020): 42–69. http://dx.doi.org/10.46352/23036990.2020.42.
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Establishing and maintaining the culture of trust is the foundation of the construction of a positive psychological contract between the organisation’s management and employees. Positive effects of the organisation culture that is based on values of a transparent decision-making and a consistent behaviour of management in accordance with the vision and the mission of the organisation and the needs of its employees are manifold. The higher the attachment to an organisation, the higher the satisfaction, productivity and innovation. Those are but some of the outcomes that are brought into a connection with the high level of trust in an organisation. The primary goal of this paper is to draw attention to the key arguments related to the importance of a responsible management of the processes of the establishment and maintenance of trust, as well as the justification of a conviction that trust needs time, for it is established in an accumulative and gradual manner that entails readiness to risk and to be vulnerable in the relationship. The paper emphasises that an indicator of the established culture of trust, especially important in the working environment in a transition, is the perception of the employees related to the presence of respect, consideration and honesty in the communication patterns that are used by the management of the organisation. Taking into consideration the fact that dynamics and uncertainty are two constituent features of a business environment, nowadays additionally aggravated by a relative crisis of trust an individual has towards the institution of promise, this paper especially emphasises the conclusion on the necessity of a serious consideration of the perspective of establishing, preserving or recuperating the trust in work organisations. Although the very establishment and maintenance of trust is a difficult task for every organisation, re-establishment of the lost trust is a far more difficult challenge. From the perspective of organisational psychology, a number of recommendations are offered aimed at helping organisations to construct the capacity and efficiently face the challenge of construction and preservation of the resources of trust.
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Rajan, Mukund, and Nilanjana Bhaduri. "Role of Human Resources in Building Ethical Organisational Culture." NHRD Network Journal 13, no. 2 (April 2020): 213–19. http://dx.doi.org/10.1177/2631454120919833.
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Business ethics has always been a primary determinant of organisational identity. With increasing instances of corporate wrongdoing and unethical behaviour, organisations do try to invest in corrective actions, but their emphasis tends to be on the ‘letter’, i.e. the legalities of operating a business within the law. However, there is a very strong influencer element that lies in the ‘spirit’, i.e. the values, thought and the practice embedded within the organisation culture that makes things right. This article deep dives into the enhanced role that the human resources (HR) function needs to play to nurture and develop an ethical organisation. This article is based on an interview with Dr Mukund Rajan, the Tata veteran who has held the office of the Chief Ethics Officer of the Tata Group. His views are supplemented with research findings on organisation practices supporting ethical culture.
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Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
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The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
Keywords: Organisational peace, school, Turkey.
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Coetzer, Alan, Chutarat Inma, Paul Poisat, Janice Redmond, and Craig Standing. "Job embeddedness and employee enactment of innovation-related work behaviours." International Journal of Manpower 39, no. 2 (May 8, 2018): 222–39. http://dx.doi.org/10.1108/ijm-04-2016-0095.
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Purpose In a highly competitive globalised environment, the innovation behaviour of employees plays a key role in the economic viability and competitive advantage of organisations. In this context, developing the understanding of innovation work behaviour is important for the field of individual innovation and this is the focus of the study. The paper aims to discuss this issue. Design/methodology/approach Data were collected using a survey from 549 employees in organisations operating in four major business centres in South Africa. Findings On-the-job embeddedness was positively and significantly related to innovation behaviours by employees in organisations operating in diverse industries. Consistent with the view that small organisations have a “behavioural” innovation advantage over larger organisations, the size of the organisation moderated the positive relationship between on-the-job embeddedness and innovation behaviours. On-the-job embeddedness was more positively related to innovation behaviours in small organisations than in larger organisations. Practical implications Employees who are highly embedded in their jobs (but not necessarily their communities) are more likely to enact innovation behaviours than employees who are not similarly embedded. Human resource management professionals and line managers can potentially foster employee innovation behaviours through adopting strategies aimed at positively influencing the fit, links and sacrifice dimensions of on-the-job embeddedness. Originality/value The study contributes to theoretical and empirical expansion of job embeddedness (JE) by examining: how work and non-work forces that attach employees to their organisations influence their propensity to enact innovation behaviours; and how organisation size moderates the relationship between JE and innovation behaviours. The results will help managers who wish to foster innovation.
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Roberts, Barbara, and Mark Toleman. "One-Size E-Business Adoption Model Does Not Fit All." Journal of Theoretical and Applied Electronic Commerce Research 2, no. 3 (December 1, 2007): 49–61. http://dx.doi.org/10.3390/jtaer2030021.
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This empirical study of organisational e-business adoption, utilising both qualitative and quantitative data collection methods, examines four major factors influencing adoption in multiple e-business process domains. Support is found for the proposition that factors influencing e-business adoption behaviour have different levels of impact across different e-business process domains. Different combinations of factors influence different ebusiness processes and for the most part this occurs independently of organisation size/resource capacity. For example, governments and powerful supply chain organisations have strong influence over some organisational e-business strategy. In particular, e-government influence is strong with regard to use of e-mail and external web sites due to government’s legislative and regulatory compliance power. However, government influence is weak with regard to operation of an organisation’s own web sites. A conceptual model of antecedents and performance outcomes of e-business adoption is modified to take account of findings from this study.
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Alias, Mazni, Chew Kok Wai, Zauwiyah Ahmad, and Abdul Mutalib Azim. "Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?" International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 960. http://dx.doi.org/10.14419/ijet.v7i4.38.27617.
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This study aims to develop a theoretical model of the determinants of workplace deviant behaviour among Malaysia hotel employees. From our extensive reviews, we found that organisational-related factors are potential in predicting hotel employee’s deviant behaviour. We established that organisational justice, trust in management, work autonomy, organisational constraint and organisational ethical climate as the organisational-related factors potential to influence deviant behaviour. Practical involvements of HR professionals were recommended to support organisation in eradicating deviant behaviour at workplace.
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Spangenberg, H., and C. C. Theron. "Promoting ethical follower behaviour through leadership of ethics: The development of the ethical leadership inventory (ELI)." South African Journal of Business Management 36, no. 2 (June 30, 2005): 1–18. http://dx.doi.org/10.4102/sajbm.v36i2.623.
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The Centre of Leadership Studies developed a model that defines and describes leadership behaviour required for creating an ethical and high performing organisation. Purposefully building an ethical organisational environment is a prerequisite for ethical organisational behaviour. To be an ethical high performance leader, a person must be both an effective leader and a leader of ethics. The purpose of this study is to develop a 360° instrument that can be used to assess the quality of ethical leadership of middle, senior and executive managers in public, private and not-for-profit organisations. The results reported here provide reasonable support for the use of the ELI. The possibility of causal influences existing amongst specific first-order leadership dimensions, however, needs to be investigated.
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Mackenzie, Kelly, Elizabeth Such, Paul Norman, and Elizabeth Goyder. "Using Co-Production to Develop “Sit Less at Work” Interventions in a Range of Organisations." International Journal of Environmental Research and Public Health 18, no. 15 (July 22, 2021): 7751. http://dx.doi.org/10.3390/ijerph18157751.
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Prolonged periods of sitting are associated with negative health outcomes, so the increase in sedentary jobs is a public health concern. Evaluation of interventions to reduce workplace sitting have suggested that participatory approaches may be more effective. This paper describes the use of co-production in four diverse organisations. Workshops with staff in each organisation were conducted to develop an organisation-specific strategy. The first workshop involved creative activities to encourage participants to develop innovative suggestions. The second workshop then developed a feasible and acceptable action plan. An ecological approach was used to consider behaviour change determinants at a range of different levels including intrapersonal, interpersonal, organisational, and environmental-level factors. 41 staff volunteered for workshops (seven in a small business, 16 in a charity, 15 in a local authority, and three in a large corporation). Of those, 27 were able to attend the first workshops and 16 were able to attend the second. Whilst there were some similarities across organisations, the smaller organisations developed a more tailored and innovative strategy than large organisations where there were more barriers to change and a more diverse workforce. Co-production resulted in bespoke interventions, tailored for different organisational contexts, maximising their potential feasibility and acceptability.
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Holtham, Clive. "Erratum: Organisation Analysis and Development: A Social Construction of Organisational Behaviour." Journal of the Operational Research Society 40, no. 6 (June 1989): 614. http://dx.doi.org/10.1057/jors.1989.103.
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Burçak Keskin, Burçak Keskin, Suzan Dal Suzan Dal, Cemile Nihal Yurtseven Cemile Nihal Yurtseven, and Burcu Kaplan Burcu Kaplan. "INVESTIGATING ORGANISATION COMMITMENT AND ORGANISATIONAL STRESS BEHAVIOUR IN DISABLED (PARALYMPIC) ATHLETES." E-Journal of New World Sciences Academy 13, no. 3 (July 30, 2018): 23–35. http://dx.doi.org/10.12739/nwsa.2018.13.3.2b0114.
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De Clercq, Dirk, Inam Ul Haq, and Muhammad Umer Azeem. "Why happy employees help." Personnel Review 48, no. 4 (June 4, 2019): 1001–21. http://dx.doi.org/10.1108/pr-02-2018-0052.
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Purpose Drawing from conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ job satisfaction and helping behaviour, and, particularly, how it may be moderated by two personal resources (work meaningfulness and collectivistic orientation) and one organisational resource (organisational support). Design/methodology/approach Quantitative data were collected from a survey administered to employees and their supervisors in a Pakistani-based organisation. Findings The usefulness of job satisfaction for stimulating helping behaviour is greater when employees believe that their work activities are meaningful, emphasise collective over individual interests, and believe that their employer cares for their well-being. Practical implications The results inform organisations about the circumstances in which they can best leverage employees’ positive job energy, which arises from their job satisfaction, to encourage their voluntary assistance of other organisational members. Originality/value This study extends research on positive work behaviours by examining the concurrent roles that job satisfaction and several contingent factors play in promoting employee helping behaviour. In particular, it highlights the invigorating effects of these factors on the usefulness of the enthusiasm that employees feel about their job situation for increasing their willingness to extend help to other members, on a voluntary basis.
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Shamsudheen, Shinaj Valangattil, and Saiful Azhar Rosly. "The impact of situational factors on ethical choice." Journal of Islamic Accounting and Business Research 11, no. 6 (January 2, 2020): 1191–210. http://dx.doi.org/10.1108/jiabr-03-2018-0048.
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Purpose The purpose of this paper is to use Ferrell and Gresham (1985) contingency model to examine the impact of situational factors on decision-making behaviour related to ethical issues of Islamic banking practitioners. Design/methodology/approach A total of 262 samples are collected from Islamic banking practitioners in the United Arab Emirates (UAE) and data analysis is conducted using structural equation modelling (SEM) with a confirmatory approach. Findings The empirical findings indicate that decision-making behaviour related to ethical issues of Islamic banking practitioners is significantly influenced in the process of interacting with persons who are part of the organisation, and these influences are determined by the intra-organisational distance and legitimate authority between the individuals and the focal person. Further, it is also empirically verified that decision-making behaviour related to ethical issues of Islamic banking practitioners is significantly influenced by the presence and/or absence of the opportunity factors such as corporate policies, professional codes of ethics and rewards/punishment system that prevails in the organisation. Research limitations/implications Coverage of respondents in this study limited to single country, and the scope is limited to the model that adopted in the study. Practical implications It is recommended that respective authorities should have proper control over situational factors (i.e. significant others and opportunity factors) in organisations by encouraging ethical actions so that individuals are learned and influenced by each other and reviewing and improving existing corporate policies, professional codes of ethics and rewards/punishment system that limit the barrier and provide recompenses to the individuals in the organisation. Originality/value While the literature has presented the connection between ethics and Islamic banking, they failed to address ethical decision-making in Islamic financial institutions (IFIs). Hence, the empirical findings provide insights towards understanding organisational decision-making behaviour that to enhance governance.
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Meha, Arbresha. "Role of Communication and Interaction in Enhancing Organisational Performance." Technium Social Sciences Journal 14 (December 3, 2020): 228–35. http://dx.doi.org/10.47577/tssj.v14i1.2150.
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In circumstances of constantly changing concepts related to the organisation as well as the progress of its performance and behaviour, communication has become a focus of many researchers who have consistently analyzed it in relation to organisations of various forms. This study aims to assess the role of communication and interaction in enhancing organisational performance. This study involved 607 respondents employed in banks and insurance companies. The methodology used for this study was the integration of quantitative methods. We have used two instruments in this study, one questionnaire to measure the role of communication and interaction and the other one organisational performance.
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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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Štrukelj, Tjaša, Dejana Zlatanović, Jelena Nikolić, and Simona Sternad Zabukovšek. "The viable system model’s support to social responsibility." Kybernetes 50, no. 3 (January 27, 2021): 812–35. http://dx.doi.org/10.1108/k-12-2019-0860.
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Purpose The consequences of human social irresponsibility urge socially responsible reactions. The authors expose the consequences of socially irresponsible behaviour and state possible requisitely holistic tools to eliminate organisations’ dangerous and socially irresponsible behaviour. This paper aims to examine how the viable system model (the VSM) used as a diagnostic tool can help organisations support socially responsible behaviour. Design/methodology/approach Given the variety of systems methodologies, the authors selected the VSM as a key methodological tool of Organizational Cybernetics. A case-study approach is used to demonstrate the power of the VSM as a diagnostic tool. Findings Humans need to replace recklessness and selfishness by faster re-orientation towards a socially responsible society. By following the cybernetic circle of the preparation and implementation of the management process and practising social responsibility via the VSM, organisations can conduct socially responsible business operations for a socially responsible society. Respecting the pluralist nature of social responsibility and a limited framework of the VSM, the VSM analysis needs to be supported by interpretive systems approaches, such as Strategic Assumptions Surfacing and Testing (SAST). Research limitations/implications The presented study’s limitation is the case study of a selected organisation from Europe. The discussion could be relevant to each organisation, which is observed as a viable system. The insights gained with this case study can be broadened by empirical research involving diverse organisations from various countries. Practical implications Research results indicate socially irresponsible behaviours of the researched organisation and possible ways of overcoming them. The cybernetic circle of the preparation and implementation of socially responsible management processes through the VSM offers a possible path towards more social responsibility in organisations. Moreover, the VSM should be used in combination with interpretive systems approaches, such as SAST. Social implications The generality of the VSM indicates that decision-makers could use the VSM for diagnosing socially irresponsible behaviour in organisations and for redesigning organisations to help develop a more socially responsible society. Originality/value The paper contributes to a cybernetic framework and methodological support to social responsibility. This study could serve as an essential starting point for organisations wishing to take further steps towards social responsibility.
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Burdett, F. J., and M. G. Bradford. "An Organisational Approach to Analysis of Policy Innovation by Local Authorities in Britain: The Importance of the Concepts of Scrutiny, Conflict, and Centralisation." Environment and Planning C: Government and Policy 6, no. 2 (June 1988): 159–72. http://dx.doi.org/10.1068/c060159.
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In this paper an organisational approach is used to study the timing, duration, and outcome of the policymaking on public provision of local authorities. The organisation is considered as an intervening analytical level that bridges the gap between the effect of individual actors and that of the structure of society on the geography of public provision. Drawing on the literature of organisation theory, we analyse the effects of processes within organisations to help explain variation in public provision between authorities. The separate and combined effects of three major organisational concepts are examined: Scrutiny, conflict, and centralisation. These concepts are applied to policy innovation in four English local authorities, and specifically to their policies for the adoption of new technology in schools. Although the separate effects of the concepts help our understanding, it is their interaction which makes a significant contribution to the explanation of the timing and duration of policy innovation, as well as explaining the policy outcome, which was the aim of most previous work. Further understanding is gained when these concepts are set within the context of the overall structure and behaviour of the organisation.
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Witting, Christian. "Modelling organisational vicarious liability." Legal Studies 39, no. 4 (September 4, 2019): 694–713. http://dx.doi.org/10.1017/lst.2019.10.
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AbstractThis paper identifies two paradigms of vicarious liability. One is an established paradigm of ‘liberal agency’ found in cases where owner-managers ‘act through’ workers, with whom they have personal relations, in undertaking work tasks. The second paradigm is found in cases concerning bureaucratic organisations, which are characterised by chains of command and variegated decision-making procedures. Courts have grounded organisational responsibility in features such as structure, hierarchy, and control, which this paper uses to construct a model of the ‘deterrable organisation’. The deterrable organisation has important capacities to effect change in behaviour that courts rely on in order to prevent worker wrongdoing. The paper tests the viability of the model against the empirical literature and argues that courts could improve outcomes by a more targeted use of powers to award remedies.
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Nguyen, Tuyet-Mai, and Ashish Malik. "Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation." Journal of Knowledge Management 24, no. 6 (June 13, 2020): 1241–61. http://dx.doi.org/10.1108/jkm-12-2019-0742.
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Purpose Online knowledge sharing is a critical process for maintaining organisational competitive advantage. This paper aims to develop a new conceptual framework that investigates the moderating impacts of innovation on self-efficacy, extrinsic and intrinsic rewards on employees’ online knowledge sharing behaviour in public and private sector companies. Design/methodology/approach This research analysed 200 responses to test the moderating effects of organisational innovation on the relationship between self-efficacy and rewards and online knowledge sharing behviours. The analysis was carried out using component-based partial least squares (PLS) approach and SmartPLS 3 software. Findings The results reveal that self-efficacy significantly affects online knowledge sharing behaviour in firms, regardless of the organisation type. Extrinsic rewards encourage employees in private companies to share knowledge online, whereas intrinsic rewards work effectively in public companies. Additionally, the study found the moderating role of organisational innovation in examining the relationship between rewards and online knowledge sharing behaviour. Research limitations/implications Future research may consider different dimensions such as knowledge donating and collecting behaviours as well as motives, such as self-enjoyment, reciprocity or social interaction ties, which may be investigated to get a deeper understanding of online knowledge sharing behaviour. Practical implications Firms must tailor training and rewards to suit employees’ abilities and needs so as to align with organisation type and innovation. Originality/value The study’s distinctive contribution is the under-researched context of Vietnamese public and private sector banks for investigating the moderating effects of organisational innovation on micro and meso factors on online knowledge sharing behaviour.
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Ray, Sonia Baloni. "Applications of Neuroscience for Managing Affective State at Workplace." NHRD Network Journal 11, no. 4 (October 2018): 63–70. http://dx.doi.org/10.1177/0974173918799138.
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This article is an effort to bridge the gap between two research fields, namely organisational behaviour and neuroscience. Organisational behaviour corresponds to the study of human behaviour at workplace, which is significantly modulated/controlled by the affective state of individuals. Neuroscience, on the other hand, is a multidisciplinary field of biology involved in the study of the nervous system. Research in the field of neuroscience has provided valuable insights into the mechanisms of emotion processing and psychopathologies of various affective disorders. These findings, although nascent, can be directly or indirectly extended in an organisational setting. This article begins with a review of different forms of emotions at workplace, followed by its implications in the productivity of an organisation. Further, this article explores the ways in which research in the field of neuroscience can be extended in an organisational setting to improve the overall affective state of individuals at workplace, thereby the efficacy of an organisation.
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Manzoni, Alex, and Sardar M. N. Islam. "Corporate social responsibility and organisation behaviour." Corporate Ownership and Control 12, no. 4 (2015): 647–52. http://dx.doi.org/10.22495/cocv12i4c6p4.
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This study shows how the non-parametic optimisation model of Data Envelopment Analysis can be applied to Corporate Social Responsibility in a company-wide analysis of the capacity of people, processes, and other resources to meet the expected social obligations to all stakeholders under the organisation’s promulgated corporate citizenship. Data used in the analysis are the scores of empirical results from an Australian bank study. The DEA model identified 11 decision making units, from a cohort of 231, that were leading exponents of the behavioural characteristics required to be rated as the most efficient in meeting the corporate social responsibility criteria set by the firm. These findings can be used to investigate why some units succeeded so well while others wallowed. The analysis can provide valuable information for developing an efficient organizational structure for the company for achieving good corporate governance.
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Katz, Z., and P. Slingerland. "Manufacturing system behaviour using self-organisation." International Journal of Manufacturing Research 2, no. 4 (2007): 448. http://dx.doi.org/10.1504/ijmr.2007.015088.
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Warmerdam, Amanda, Ioni Lewis, and Tamara Banks. "Gen Y recruitment." Education + Training 57, no. 5 (July 13, 2015): 560–74. http://dx.doi.org/10.1108/et-12-2013-0133.
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Purpose – Using the Theory of Planned Behaviour (TPB) framework, the purpose of this paper is to explore whether the standard TPB constructs explained variance in Generation Y (Gen Y) individuals’ intentions to join their ideal organisation. Design/methodology/approach – A mixed methods approach was used featuring qualitative and quantitative methods. Findings – The overall TPB model accounted for a significant 51.6 per cent of the variance in intention to join one’s ideal organisation in the next six months with the significant predictors in the model being subjective norm and perceived behaviour control but not attitude. Research limitations/implications – Using graduating students from a single Australian university sample may mean that the current findings may not extend to all Gen Y individuals. The current study has demonstrated the explanatory utility of the TPB in relation to graduate Gen Y’s intention to join their ideal organisation, providing further evidence of the robustness of the TPB framework in an organisational setting. Practical implications – These findings have implications for enhancing understanding of the most effective recruitment processes for Gen Y students entering the workforce. The findings could inform recruitment policies and strategies to attract Gen Y applicants. Originality/value – To the authors’ knowledge this study is the first application of the TPB to this topic. The current research extends the recruitment literature with a theoretically based investigation. Identification of factors which inform organisational recruitment strategies, allow organisations to stand out from their competitors and potentially achieve a larger application pool from which to select the best human capital and sustain competitive advantage.
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Pittoors, Gilles. "Living Apart Together? The Organization of Political Parties beyond the Nation-State: The Flemish Case." Politics and Governance 8, no. 1 (February 13, 2020): 50–60. http://dx.doi.org/10.17645/pag.v8i1.2458.
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This article aims to contribute both theoretically and empirically to the study of political parties in the EU context, focusing on party organisation. Theoretically, it draws on insights from various literatures to develop a novel typology of multilevel party organisation specific to the EU context. It argues that parties are goal-seeking actors that choose their organisation based on a cost-benefit analysis, involving both party characteristics and the institutional context. Empirically, the article applies this framework on the Flemish political parties. It finds that rational goal-seeking behaviour cannot fully account for parties’ organisational choices. Results show that normative and historical considerations play a crucial role in parties’ cost-benefit analysis. It therefore calls upon future research to expand the number of comparative studies and to further assess parties’ goal-seeking behaviour regarding their multilevel organisation.
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Benuyenah, Vic. "Theorising an organisational citizenship behaviour model for managerial decision-making: from history to contemporary application." Management Research Review 44, no. 8 (February 11, 2021): 1182–98. http://dx.doi.org/10.1108/mrr-07-2020-0422.
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Purpose This study aims to expand the theory of organisational citizenship behaviour (OCB) to include “exterior” behaviours. By advancing the work of Blake and Mouton (1964) and remapping the performance/OCB dimensions offered in the historical literature, a new holistic model of organisational performance is proposed. As a further step, a decision-making tool is proposed for managerial decision-making and to help predict employee performance. Design/methodology/approach The paper adopts a critical review and conceptual approach to explore historical OCB theories and task performance (TP) taxonomies. It then used Blake and Mouton’s managerial grid to construct a contemporary conceptual tool for managerial decision-making. Findings Despite the performance literature not lacking in quantity, a few of such research have led to a pragmatic managerial tool. The review reveals several confusions regarding the accurate classification of what actually constitutes OCB and what constitutes TP – this gap is filled by the introduction of the OCB model for managerial decision-making (OMMD). Research limitations/implications The current work expands our thinking on OCBs that can occur outside the organisation. These exterior behaviours can influence the organisation’s performance and must be managed just like any other performance metric. The OMMD, primarily based on OCB and TP, provides an initial framework for exploring different typologies of employees. Despite being based on several cogent performance literatures, the proposals have not been tested empirically. Practical implications Like the Blake and Mouton model, the new OMMD can be useful in estimating the proportions of employee OCBs and TP. Social implications Culture and social exchange theory can be seen as playing a role in separating TP from OCB. Originality/value This study extends the work of Bateman and Organ (1983) by suggesting that some work behaviours can occur outside the organisation. Besides, a decision-making proposal is offered based on the managerial grid framework (Blake and Mouton, 1964).