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Journal articles on the topic 'Social and organizational work environment'
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Jansson von Vultée, Pia Hannele. "Healthy work environment – a challenge?" International Journal of Health Care Quality Assurance 28, no. 7 (August 10, 2015): 660–66. http://dx.doi.org/10.1108/ijhcqa-11-2014-0108.
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Purpose – In Sweden, leave due to sickness was high during the 1990s. The Swedish Social Insurance Agency was able to decrease sick days in the period between 2000 and 2010 but sick days are rising again in Sweden, mostly due to psychological problems among women and partly due to their work environment. It is important to find methods to identify poor work settings to prevent absenteeism due to sickness. The paper aims to discuss these issues. Design/methodology/approach – The authors created a web questionnaire focusing on the organizational setting and its impact on employee wellbeing – reported as mental energy, work-related exhaustion and work satisfaction. The questionnaire measures good and poor work environment factors to help managers improve organizational settings. The questionnaire was validated qualitatively and quantitatively. Findings – It is possible to measure individual wellbeing in an organizational context at an early stage. The authors followed a company undergoing organizational change and identified groups at risk of developing illness. Practical implications – Managers uncertain about employee mental status can measure employee wellbeing easily and cost effectively to prevent illness. Originality/value – The authors created a method, statistically evaluated, to proactively identify good and poor work environments to promote healthy co-workers.
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Ostryanko, Tetiana. "Readyness of future social workers to work in an inclusive youth environment." Social work and social education, no. 1(6) (April 15, 2021): 212–19. http://dx.doi.org/10.31499/2618-0715.1(6).2021.234206.
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The article analyzes the issue of future social workers' training to work in an inclusive youth environment. The gradual establishment of inclusive values in Ukrainian society requires changes in the behaviour and perception of people with special needs.
There is a need to train professionals who can translate change and develop an inclusive environment, including youth. The author identifies organizational and managerial components in the structure of training as one of the main in the work with youth in the conditions of inclusion. In the updated formulation of readiness criteria, some functions and roles perform a social worker in a youth inclusive environment. It is determined that the main content of the managerial criterion is that during the work the social worker could influence the change in the motivation of young people's behaviour, thinking, perception. The structural components of the organizational criterion are staging goals, planning, control, evaluation. Research levels of organizational and managerial readiness for future social workers used: Methodology of L.Umanskaya, O. Lutoshkin "Methodology for detecting the level of the organism. The study of the readiness level for activities in the inclusive youth environment showed that the level of development of communicative and organizational capabilities predominate the average levels determined. This is evidenced that an insufficient level of knowledge is in future social workers to establish contact interaction in the youth environment, also at the level between sectoral cooperation.
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Zhong, Chen-Bo, and Julian House. "Hawthorne revisited: Organizational implications of the physical work environment." Research in Organizational Behavior 32 (January 2012): 3–22. http://dx.doi.org/10.1016/j.riob.2012.10.004.
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Giffords, Elissa D. "An Examination of Organizational Commitment and Professional Commitment and the Relationship to Work Environment, Demographic and Organizational Factors." Journal of Social Work 9, no. 4 (September 15, 2009): 386–404. http://dx.doi.org/10.1177/1468017309346232.
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Allen Milton, Sharlene A., Michael M. Sinclair, and Halaevalu Ofahengaue Vakalahi. "Organizational Identification: Perspectives of Dispersed Social Workers." Advances in Social Work 17, no. 2 (January 30, 2017): 285–303. http://dx.doi.org/10.18060/21014.
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Human service organizations are often challenged to become more efficient while maintaining the quality of their services. As a result, more organizations have restructured, adopting the practice of dispersed work, which allows employees more freedom and flexibility to meet organizational goals outside of the traditional workplace. While dispersed work allows social workers to engage in work activities beyond the traditional office environment, it may also impact their sense of belonging to the organization. Eleven dispersed social workers were interviewed to understand how interaction via new communication technology impacts organizational identification. Overall themes gleaned from this study suggest that although dispersed social workers perceive themselves as having more autonomy and flexibility, they also can feel socially isolated and disconnected from their peers and supervisors, which may negatively impact organizational identification. Despite the enhanced efficiency that technology can bring, human service organizations must strive to understand the unintended consequences of a dispersed workforce.
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Ko, Dong-Woo, and Byung-Gook Kim. "The Self-as-Entertainment Personality Construct: Validation and Application in the Hospitality Context." Social Behavior and Personality: an international journal 43, no. 9 (October 16, 2015): 1519–32. http://dx.doi.org/10.2224/sbp.2015.43.9.1519.
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We examined the validity and applicability of the self-as-entertainment (SAE) personality construct in the context of the hospitality industry. Participants were 309 employees at 4-star hotels in the southern region of China. Findings indicated that the 3 dimensions of the SAE construct (environment, mind play, and self) showed acceptable measurement properties and a reasonable fit. SAE–environment had a positive and significant effect on hotel employees' organizational commitment; however, the relationships between organizational commitment and SAE–mind play and between organizational commitment and SAE–self were not significant in this study. Further, SAE–environment and SAE–self were significantly and positively related to hotel employees' service orientation. Future researchers should extend our study to other locations to reveal a more stable view of the SAE construct, and should also investigate the complex nature of hospitality employees' work environments.
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Goedurov, Renold. "Public Sector Organizations: Work Environment, Employee Behavior and Discipline." International Journal Papier Public Review 1, no. 2 (September 28, 2020): 31–36. http://dx.doi.org/10.47667/ijppr.v1i2.17.
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This article discusses the literature review on Public Sector Organizations, especially in the Work Environment, Behavior and Employee Discipline. The external environment refers to the factors and forces that are outside the organization but affect organizational performance. The specific environment is external forces that have a direct impact on decision making. Discipline is the desire and awareness to obey organizational rules and social norms. Therefore, discipline is an important means of achieving goals, therefore discipline development is a very important part of management. Any management in its implementation requires discipline of all members of the organization. Discipline is also said to be a means of training and educating people on rules so that there is compliance and so that they can run in an orderly and orderly manner in the organization. The existence of an attitude of work discipline, the results of employee work will be good and maximum. Of course this will have a positive impact on the sustainability of the company. The work done in a disciplined manner by employees will contribute to the organization.
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Saleem, Zohra, Zhou Shenbei, and Ayaz Muhammad Hanif. "Workplace Violence and Employee Engagement: The Mediating Role of Work Environment and Organizational Culture." SAGE Open 10, no. 2 (April 2020): 215824402093588. http://dx.doi.org/10.1177/2158244020935885.
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Employees working across all domains of professions are exposed to workplace violence (WPV). Few researchers have investigated the effects of WPV on employee engagement (EE) and the impact of the work environment and organizational culture on their relationship. The aim of this research is to describe the effect of WPV on EE and clarify the relationship between WPV, work environment, organizational culture, and EE. A cross-sectional study was performed on the data, collected from 178 alumni of a university, currently employed in caring, customer care, managerial, and technology professions in Pakistan. Structural equation modeling (SEM), confirmatory factor analysis (CFA), analysis of variance (ANOVA), and Tukey post hoc tests were employed for data analysis. The results showed that 88.7% of respondents had experienced WPV during the last 12 months. Significant differences existed in the work-related harassment and physical violence reported by occupational groupings. WPV had a significant direct negative effect on EE (β = −.556**), work environment (β = −.440) and organizational culture (β = −.758**). Furthermore, the work environment (β = −.123**) and organizational culture (β = −.157**) have a significant negative effect on EE, and both mediated the relationship between WPV and EE. The results show that employees working in caring and customer care are exposed to considerable risk of WPV. The findings underscore that a supportive work environment and positive organizational culture play a mediating role between WPV and EE among employees.
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McBeath, Bowen, and Michael J. Austin. "Redesigning Schools of Social Work Into Schools of Social Work and Social Justice: Opportunities for Civic and Organizational Renewal in a Justice Reform Environment." Journal of Social Work Education 57, sup1 (May 10, 2021): 224–37. http://dx.doi.org/10.1080/10437797.2021.1912677.
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Otory, Wendy, and David Kiiru. "Work Environment and Job Satisfaction at National Police Service, Kenya." International Journal of Business Management, Entrepreneurship and Innovation 2, no. 4 (November 2, 2020): 33–51. http://dx.doi.org/10.35942/jbmed.v2i4.148.
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Poor work environment causes major risk to the well-being and quality of staff and job satisfaction. Job satisfaction is crucial to the organizational performance which can be affected by the environmental concerns. This research sought to evaluate the role of work environment on job satisfaction at National Police Service with reference to Directorate of Criminal Investigations Department. The specific objectives of the study included: to determine the effect of organizational justice on employee job satisfaction at National Police Service, to establish the effect of interpersonal conflict on employee job satisfaction at National Police Service, to establish the effect of organizational constraints on employee job satisfaction at National Police Service and to assess the effect of physical environment on employee job satisfaction at National Police Service. The research made use of descriptive research design. The strata included; Chief Inspectors of police, Inspector of police, Police corporal, Police sergeant and Police Constables. The research used the approach of stratified sampling. The target population was 2000 workers, 322 respondents made up the final sample size collected. Primary data was used in the analysis. As part of the primary source, the questionnaires were used as a method of data collection. Content validity was used to determine whether the study questionnaire content contained representative samples of the field to be evaluated. The internal accuracy of the test instrument was calculated using the reliability value of the Cronbach Alpha system of 0.7 and above. The quantitative information gathered was analysed utilizing Descriptive statistics using version 21 of the Social Sciences Statistical Package (SPSS). The study established that that organizational justice, interpersonal conflict, organizational constraints and physical environment was positively related to employee job satisfaction. The study concluded on organizational justice that favorable results are likely to happen when employees perceives organizational justice, meaning that they think their business is fair to them. The research concludes on interpersonal conflict that interpersonal conflict is something that often happens in a group of staff, particularly in a high-pressure scenario such as the workplace. Interpersonal conflict inspires employees’ members to compete. The research concludes that elevated levels of human resources and infrastructure constraints influence job satisfaction of employees on organisational constraints. On the physical environment, the research concludes that an appropriate workplace climate assists to lower the absenteeism rate and can therefore boost the job satisfaction of the staff. The research advises on organizational justice that comprehension of the organization is important to the behavior and decision-making operations of its staff that affect organizational justice. The research recommends that the national police service create measures to control conflict so as to eliminate adverse effects of interpersonal conflict. It can be important for better organizational progress to maintain a good level of interpersonal disagreement. Organizational constraints it is recommended that the National Police Service know how to respond to this constantly changing environment by learning how to manage the dynamics of varied uncertainties, advocating fresh learning and leadership technologies that are both innovative and flexible, and easier to enforce. In the physical environment, the research proposes that the national police department develop a favorable job climate, pay its staff according to industry norms, use suitable reward and recognition programs to demonstrate the organization to its staff, provide training and development possibilities and offer their staff the opportunity to be creative and innovative.
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Saksvik, Per Øystein, Tove Helland Hammer, and Kjell Nytrø. "Social Relations at the Collective Level: The Meaning and Measurement of Collective Control in Research on the Psychosocial Work Environment." Nordic Journal of Working Life Studies 3, no. 3 (September 1, 2013): 30. http://dx.doi.org/10.19154/njwls.v3i3.3010.
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In this article, we suggest that organizational-level social relations should be defined and measured as workplace norms. We base this argument on new research on the components of the psychosocial work environment and on the availability of new techniques for measuring and analyzing workplace norms as organizational properties. Workplace norms emerge from interactions and negotiations among organizational actors, through which patterns of behavior, attitudes, and perspectives become defined as legitimate. This is an underestimated dimension of the psychosocial work environment that should be assessed with two types of data: self-reports by employees of their experiences in the workplace (task-level control) and self-reports by employees and employers of collective or group-level norms. Hierarchical linear modeling is an especially useful tool for analyzing the relationships between workplace norms and different organizational outcomes because it allows researchers to separate the effects of individual-level variables from group or organizational-level factors. Our approach is anchored in the Nordic perspective of the work environment developed over the past 50 years.
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Ostberg, Olov. "Expert Systems in a Social Environment—Human Factors Concerns." Proceedings of the Human Factors Society Annual Meeting 30, no. 8 (September 1986): 739–43. http://dx.doi.org/10.1177/154193128603000802.
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There is an abundance of promises for Expert Systems with user-friendly and intelligent interfaces providing cloned expertise for augmented job performance. A closer look reveals that very few systems are in operation, and that there is a serious gap between claims and reality. Basically, “Knowledge Engineering” is a modern form of “Work Study Engineering”, and yet job and organizational design issues are rarely addressed in the literature on designing Expert Systems. This serious gap is discussed.
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Im, Sook Bin, Mi Young Lee, and Se Young Kim. "Nurses' Perception of Organizational Commitment, Nursing Work Environment, and Social Support in a General Hospital." Journal of Korean Academy of Nursing Administration 21, no. 1 (2015): 1. http://dx.doi.org/10.11111/jkana.2015.21.1.1.
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Okoro, Ephraim A., Angela Hausman, and Melvin C. Washington. "Social Media And Networking Technologies: An Analysis Of Collaborative Work And Team Communication." Contemporary Issues in Education Research (CIER) 5, no. 4 (September 20, 2012): 295. http://dx.doi.org/10.19030/cier.v5i4.7273.
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Digital communication increases students learning outcomes in higher education. Web 2.0 technologies encourages students active engagement, collaboration, and participation in class activities, facilitates group work, and encourages information sharing among students. Familiarity with organizational use and sharing in social networks aids students who are expected to be facile in these technologies upon graduation (Benson, Filippaios, and Morgan, 2010). Faculty members become coaches, monitoring and providing feedback to students rather than directing activities. While Web 2.0 technologies, including social networks, may act as a distraction in a teaching environment, our findings suggest that effective social networking in learning environments sustain quality instruction and skills-development in business education.
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Spitzer, William, Ed Silverman, and Karen Allen. "From Organizational Awareness to Organizational Competency in Health Care Social Work: The Importance of Formulating a “Profession-in-Environment” Fit." Social Work in Health Care 54, no. 3 (March 11, 2015): 193–211. http://dx.doi.org/10.1080/00981389.2014.990131.
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Sethi, Bharati, Rosemary Vito, and Vanessa Ongbanouekeni. "Organizational culture, diversity, and employees’ health in social/human services: A systematic review." International Health Trends and Perspectives 1, no. 1 (April 4, 2021): 74–95. http://dx.doi.org/10.32920/ihtp.v1i1.1418.
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AbstractLeadership and organizational culture significantly impact employees' work performance and job satisfaction, but less is known about employee health and well-being within a diverse work environment. This study systematically reviewed 23 studies published between 2007-2019 that addressed organizational culture, diversity/workplace, and employee health within North American social/human services organizations. Results highlighted three themes: 1) Organizational Culture within Social/Human Services, 2) Diversity and Workplace, and 3) Employee Health at the Intersection of Organizational Culture and Diversity. Conclusions emphasize the need for organizations to adjust to changing workforce demographics and promote an equitable workplace culture.
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Castellanos-Redondo, Sonia, Domingo Nevado-Peña, and Benito Yañez-Araque. "Ethics and Happiness at Work in the Spanish Financial Sector." Sustainability 12, no. 21 (November 8, 2020): 9268. http://dx.doi.org/10.3390/su12219268.
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Happiness at work requires a good working environment, which undoubtedly improves productivity. In this sphere, the concept is closely related to job satisfaction, which is one of the main factors determining individual happiness, along with home ownership, security, and a healthy environment. Innovative policies to improve corporate well-being—organizational ethics—improve the image of the company, and help transfer the concept of ‘happy management’ to all stakeholders. In addition, remote working, which has become essential for many during the COVID-19 pandemic, poses a key issue in terms of human resource management that needs to be taken into account. Using a survey of working-age Spanish citizens, we established a measure of organizational ethics based on the possible discrepancy between citizens’ personal happiness and their happiness at work. The analysis focused on one of the essential economic sectors in the face of the pandemic, the financial sector. These workers demand organizational ethics with clear values in social responsibility and training, going beyond the achievement of a socially acceptable income. A comparative linear model is also used to test the relationships between a number of conditioning variables and organizational ethics. Citizens’/workers’ priorities are found to shift towards quality of life with a healthy environment, rather than sustainability.
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Andrews, Rhys, and Ahmed Mohammed Sayed Mostafa. "Organizational goal ambiguity and senior public managers’ engagement: does organizational social capital make a difference?" International Review of Administrative Sciences 85, no. 2 (July 26, 2017): 377–95. http://dx.doi.org/10.1177/0020852317701824.
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The Job Demands–Resources model highlights that aspects of the work environment that place high demands on employees are job stressors, which can reduce their levels of engagement with their work and organization. By contrast, social support for employees is a resource that can sustain their engagement and enable them to cope with high demands. We analyse the separate and combined effects of two key job demands and resources on the engagement of more than 4000 senior public managers in 10 European countries: organizational goal ambiguity, which may demotivate employees; and organizational social capital, which can prompt employees to share knowledge in constructive ways. The statistical results suggest that there is a negative relationship between goal ambiguity and engagement, and a positive one between social capital and engagement. Further analysis reveals that organizational social capital weakens the negative goal ambiguity–engagement relationship. Points for practitioners This study emphasizes the value of organizational social capital for enhancing senior managers’ engagement. Positive co-worker relationships lead senior public managers to feel more engaged with their work and organization, and protect that engagement from the damaging effects of organizational goal ambiguity. The findings we present therefore provide a strong basis for the introduction of policies and practices that support the development of social capital within public organizations.
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Arfandi, Arfandi, and Ukhtul Iffah. "MEMBENTUK BUDAYA ORGANISASI DI LINGKUNGAN LEMBAGA PENDIDIKAN ISLAM." Edupedia 3, no. 2 (January 8, 2019): 78–86. http://dx.doi.org/10.35316/edupedia.v3i2.254.
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Organizational culture is the shared values and beliefs that underlying organizational identity. That is an invisible social force that can move people in organization to carry out work activities. Persons in organization learns the culture unconsciously that applies within an organization. Culture is also the main determinant of someone’s wishes and behaviours. Human behaviors are usually influenced by the surrounding environment, so that the values, perceptions, preferences, and behaviors between persons who live in a certain environment can be different from other peoples in other environments. Culture encompasses all knowledges, beliefs, skills, arts, morals, laws, customs, and human habits, as members of society. Culture that consists of ideas, attitudes, values and habits of individuals are learned from their lives in the social environment.
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Li, Zhuohang, and Nomiyama Keita. "Analyzing the relationship between managers’ working pressure and creative behavior from the social network perspective." Work 69, no. 2 (June 24, 2021): 663–73. http://dx.doi.org/10.3233/wor-213507.
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BACKGROUND: With the social environment requirements for innovation and creativity, requirements for enterprises’ innovation and creativity are also higher. However, research on the working pressure and innovation behavior of enterprise managers is rare. OBJECTIVE: To explore the relationship between the working pressure of managers and creative organizational behavior, provide a reference for the development of corporate innovation activities, thereby improving corporate organizational creativity. METHODS: Managers in enterprises under social networks’ background are selected as research objects to study the relationship between their working pressure and creative organizational behavior. First, the theory of pressure cognition activation is elaborated. The challenge pressure, hindrance pressure, and organizational creativity are selected as the basis, and the reliability and validity of the corresponding scale tools are analyzed and tested. Second, based on the relationship among challenging working pressure, hindrance working pressure, and organizational, creative behavior activities, two hypotheses are proposed, which are expressed as Hypothesis 1 and Hypothesis 2, respectively. Finally, according to the managerial working pressure in organizational, creative behavioral activities, two kinds of hypotheses are proposed, which are represented by Hypothesis 3 and Hypothesis 4, respectively. RESULTS: The results show: The selected scale tools have good reliability and validity. The Cronbach’s Alpha reliability coefficients corresponding to challenge pressure, hindrance pressure, and organizational, creative behavior activities are all above 0.85. The challenge pressure has a significantly positive impact on organizational creativity (P < 0.01), while the hindrance pressure has a significantly negative impact on organizational creativity (P < 0.01); therefore, Hypothesis 1 and Hypothesis 2 are verified. The organizational support for creative behavior activities has a dual adjustment impact. In addition to negatively regulating the positive path of managers’ working pressure on work engagement, organizational support also positively regulates the positive path of managers’ work engagement on organizational creativity. Therefore, Hypothesis 3 and Hypothesis 4 are verified. CONCLUSIONS: The above results provide a theoretical reference for a profound understanding of the relationship between working pressure and creative behavior and the improvement of the creative ability of enterprises.
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Silver Wolf (Adelv unegv Waya), David A. Patterson, Catherine Dulmus, Eugene Maguin, John Keesler, and Byron Powell. "Organizational Leaders’ and Staff Members’ Appraisals of Their Work Environment Within a Children’s Social Service System." Human Service Organizations Management, Leadership & Governance 38, no. 3 (May 27, 2014): 215–27. http://dx.doi.org/10.1080/23303131.2014.884032.
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Bae, Suyeon, and Abimbola Asojo. "AN EXPLORATORY STUDY FOCUSED ON MOVEMENTS AND INTERACTIONS IN THE WORK ENVIRONMENT." International Journal of Architectural Research: ArchNet-IJAR 10, no. 2 (July 29, 2016): 192. http://dx.doi.org/10.26687/archnet-ijar.v10i2.939.
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This study explores how the interior layout of the workspace can affect employees’ number of steps and face-to-face interactions. Eighteen participants were recruited for the study and the data was collected over ten business days. The participants completed self-report forms to report the number of steps and interactions they had daily. A positive relationship was found between distance and the number of steps and interactions. A negative correlation was found between depth, a construct of the space syntax theory, and the number of steps and interactions. The findings further examined whether the results support a social ecological model with the relationships between distance, depth, the number of steps and interaction, and moderate variables (personal, environmental, and organizational factors). Findings indicated that the number of steps, as a function of human behavior, was affected by distance and depth (as environmental factors), age and years of working (as personal factors), and work hours (as an organizational factor).
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Zheng, Guanghuai, Haijuan Liu, Yean Wang, and Beili Chen. "The Embedded Paradox of Organizational Turnover and Professional Autonomy." Research on Social Work Practice 31, no. 6 (January 28, 2021): 662–70. http://dx.doi.org/10.1177/1049731520984535.
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Purpose: This study aims to investigate the effects of professional autonomy (PA) and person–environment fit (person–job [PJ] fit and person–organization [PO] fit) on turnover intention (TI). Methods: We take a total of 1,133 professional social workers with formal educational background from the China Social Work Longitudinal Study 2019 as our sample and use structural equation modeling as our analysis method. Results: We find that an increase in person–environment fit is significantly associated with a decrease in Chinese social workers’ organizational TI, and this relationship is mediated by PA. However, PA has greater power to buffer the effects of PJ fit than those of PO fit on TI. Conclusions: This finding improves existing understanding of the paradox of social workers embedded in the community. An occupational environment that promotes PA is urgently needed to address this paradox and to prevent social workers’ TI.
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Tahajuddin, Sulaiman. "The Employees’ Organizational Commitment Impact on Organizational Change – The Introduction of New Work Strategy." International Journal of Research in Engineering, Science and Management 3, no. 12 (December 18, 2020): 71–74. http://dx.doi.org/10.47607/ijresm.2020.410.
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With the advent of new technology, globalization, global and regional financial economic distress, the pressure from the stakeholders, market competition and many others, have greatly affected many nations, institutions and organizations around the globe to change for many reasons. This paper attempts to shed light on the impact of employees’ organizational commitment to organizational change which is caused by the introduction of new work environment and strategy. A quantitative method was employed and the data was collected through questionnaires involving employees from different ranks in the Royal Malaysian Police in Labuan Branch, Sabah, Malaysia. Through quantitative analysis using SPSS, the findings reveal that there is a strong significant relationship between employees’ organizational commitment to organizational change. Being aware of the limitations in this study, it is recommended that future research to look at other influencing factors affecting organizational change such as work autonomy, leadership style etc. At the same time, looking from different research method such as qualitative approach will as well enrich the understanding of this social phenomenon.
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Silva, Fábio Ferreira, and Catarina Cecilia Odelius. "Organizational knowledge management and sharing." Innovation & Management Review 15, no. 2 (April 16, 2018): 208–27. http://dx.doi.org/10.1108/inmr-04-2018-009.
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Purpose This paper aims to identify empirically the influence of learning mechanisms provided by organizations on knowledge sharing in the organizational environment. Design/methodology/approach A quantitative study was developed in which a sample of 268 individuals from civil and military organizations of the Federal Direct Administration was researched. The questionnaire used was composed of the Organizational Learning Mechanism Scale, which was adapted at the time of the present study, in addition to a scale on knowledge sharing, which was developed within the scope of this research. After performing the factorial analysis for both scales, a canonical correlation analysis was performed between the group of variables associated with the learning mechanisms (independent variables) and the group of variables on knowledge sharing (dependent variables). Findings The results found in the canonical correlation analysis indicate that the learning mechanisms are responsible for explaining 35 per cent of the variance (R² = 0.352) of the group of variables on knowledge sharing. Practical implications The findings of this research can help the researched organizations to increase the knowledge management actions, mainly in relation to the actions that favor social interaction among the individuals in the work environment, making possible the exchange of knowledge and experiences in the internal organizational context, and exploring in a positive way actions related to internal acquisition. Social implications The deeper knowledge about the relationship between organizational actions promoted by top management and knowledge support decision-making in the organizational environment regarding contextual factors that influence social interaction between individuals. In relation to the sharing of knowledge, a high correlation of knowledge absorption and reproduction aspects with the knowledge sharing phenomenon was perceived, so that the possibility of organizations thinking in ways that provide the individual with formal and informal environments can be foreseen. Originality/value The main contributions of this research are to measure the intensity of the relationship between learning mechanisms and knowledge sharing; and to test the predictive effect of learning mechanisms on knowledge sharing. Regarding the methodological aspects, it was opportune to approach the phenomenon through a little used lens in the context of administration research: the analysis of canonical correlation, which represents another look at the influence of the actions of the top management and the interaction of individuals. The discussions and the data analysis carried out in this research allow us to envisage significant contributions of this work to the analysis and theoretical refinement of the study of the variables treated.
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Majid, Muhammad, Mohamad Faizal Ramli, Basri Badyalina, Azreen Roslan, and Azreen Jihanx Azreen Jihan Che Mohd Hashim. "Influence of engagement, work-environment, motivation, organizational learning, and supportive culture on job satisfaction." International Journal of Human Resource Studies 10, no. 4 (November 4, 2020): 186. http://dx.doi.org/10.5296/ijhrs.v10i4.17822.
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This paper intends to investigate the role of engagement, motivation, work environment, supportive culture, and organizational learning on job satisfaction. Responses were collected from 169 employees in Malaysian higher education sector. Further, the data obtained were analysed by using Statistical Package for the Social Sciences (SPSS). The results indicated that there are positive and significant relationships between engagement, supportive culture, motivation, and work environment on job satisfaction among employees of Malaysian higher education sector. However, organizational learning is not a significant towards job satisfaction. In future research, employees from private universities and public universities can be studied as comparison. By conducting these comparisons, it will help in creating plans to narrow down the gaps between these two sectors. In addition, the results will help to enhance the rising literature on job satisfaction from Asian context as this study was based on Malaysian samples. Data from employees working in different higher education institutions was utilized for this study to ensure the unbiased responses. Therefore, this study contributes to the literature concerning job satisfaction among employees, and the results of this study provide significant evidence on the influence of engagement, motivation, work-environment, organizational learning and supportive culture on job satisfaction in Malaysian higher education sector.Keywords: Malaysia, Engagement, Motivation, Work Environment, Organizational Learning, Supportive Culture, Job Satisfaction, Higher Education
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Ahmed, Rizwan Raheem, and Dalia Streimikiene. "Environmental Issues and Strategic Corporate Social Responsibility for Organizational Competitiveness." Journal of Competitiveness 13, no. 2 (June 30, 2021): 5–22. http://dx.doi.org/10.7441/joc.2021.02.01.
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The objective of this study is to examine a multi-dimensional modified conceptual model based on stakeholder theory & previous literature. The work represents an attempt to evaluate the association of environmental issues and practices of an organization’s corporate social responsibility and the impact of these two factors on overall competitiveness. We have taken four corporate social responsibility (CSR) factors regarding the environment that affect competitive organizational performance. Additionally, we incorporated green innovation as a mediator and social media marketing apps as a moderator to examine the impact on organizational competitiveness. We collected 906 responses from the manufacturing and services sectors from the regional developing Asian countries China, India, Pakistan, Bangladesh, and the UAE for more generalizable and robust results. We developed a modified questionnaire and conceptual framework to empirically test organizational performance & competitiveness. For the analysis, we employed SEM-based multivariate modeling. The study’s findings reveal that all the considered CSR factors of the environment positively and significantly impact organizational performance for competitiveness. The results further show that both green innovation as a mediator and social media marketing apps as moderators significantly impact the relationship of CSR factors of environment and organizational competitiveness. Thus, the modified conceptual model demonstrates that the environmental CSR factors are beneficial for the manufacturing and service sectors of developing economies, which create value for competitive business, society, and environment. The findings provide valuable directions for the senior management in the manufacturing and services sector to devise and implement environmental strategies for competitiveness.
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Franco, C. Eugine, and G. Suguna. "CORPORATE SOCIAL RESPONSIBILITY INFLUENCES, EMPLOYEE COMMITMENT AND ORGANIZATIONAL PERFORMANCE." International Journal of Research -GRANTHAALAYAH 5, no. 1(SE) (January 31, 2017): 23–27. http://dx.doi.org/10.29121/granthaalayah.v5.i1(se).2017.1917.
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This study analysis the multifaceted influence CSR on employee organizational commitment and organizational performance. The important matter for corporate sustainable growth especially era of global recession. Researchers are advising corporations to consider amount spent on CSR as investment than expenses. This study focused on employees perceptions towards CSR. Companies worried about high employee turnover, employee absenteeism and employee low motivation towards work and organization. These findings are very useful for decision makers and researchers. The organization can enhance their employee organizational commitment through involving themselves in social activities for instance identifying needs of the community and fulfilling them, working for better environment, involving in employee welfare, producing quality products for customers and complying with government rules and regulations and working within legal ambiance. All these activities significantly and positively influences employee commitment with organization and improve organizational performance .This study provides important information to decision makers involved designing employee related policies for uplifting moral and motivate them to remain loyal committed with their organization and work hard for uplifting of organization.
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Misra, Shalini, Patrick Roberts, and Matthew Rhodes. "The Ecology of Emergency Management Work in the Digital Age." Perspectives on Public Management and Governance 3, no. 4 (February 26, 2020): 305–22. http://dx.doi.org/10.1093/ppmgov/gvaa007.
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Abstract This research uses an abductive research strategy and person–environment (P–E) fit as a frame to understand: (1) how digital technologies have transformed emergency managerial work; and (2) managers’ cognitive, affective, and behavioral responses to these structural and organizational transformations. Interviews of county-level emergency managers in the United States reveal that pervasive computing environments have resulted in intensification of interchanges and new patterns of relationships with public, public officials, and other agencies that have changed the power balance between the public and emergency managers. We uncover points of tension between managers’ personal attributes and their organizational and broader environmental conditions. We articulate two mechanisms, optimization and passive adaptation, by which emergency managers and their immediate and broader socio-cultural and political environments interact to influence psychological and behavioral outcomes. On the one hand, role ambiguity, role conflict, and diminished agency indicate passive adaptation to structural transformation. On the other, predictive uses of technology, novel organizational routines, and new collaborative relationships suggest managers’ efforts at optimization. We develop a social ecological framework for P–E fit that elucidates the contextual factors most relevant to understanding public managerial responses to technological change and links antecedent conditions to the processes and outcomes of P–E incongruence.
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Warszewska-Makuch, Magdalena. "Willingness to work beyond retirement age: conditions." Occupational Safety – Science and Practice 556, no. 1 (January 22, 2018): 22–25. http://dx.doi.org/10.5604/01.3001.0010.8009.
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Age-related demographic changes in the EU, including Poland, require making best use of the potential of older people in the labor market and extending their occupational activity. This article presents selected factors which determine willingness to work beyond retirement age. It discusses demographic, social and psychological determinants at the level of the individual, i.e., values and attitudes towards work. By presenting organizational determinants of willingness to work beyond retirement age, the article focuses on the psychosocial qualities of the working environment, i.e., job development opportunities, job demands, job decision latitude, social support and job insecurity.
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Sheveleva, Anna, and Evgeny Rogov. "Organization of remote work in the context of digitalization." E3S Web of Conferences 273 (2021): 12042. http://dx.doi.org/10.1051/e3sconf/202127312042.
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The analysis of the remote work organization indicates the certain reserves in the field of professional activity, manifested in three groups of effects: individual-personal, social-psychological and organizational-managerial. Individual-personal effects are connected with the professional’s personality transformation under the influence of professional environment digitalization: a change in the emotional side of the activity, experiencing a lack of information about the colleagues’ work, feedback about their role in the overall result. As a result, there appears a fear of missing out; a decrease of analytical thinking and critical perception of professional situations; an increase of physical and psychological fatigue and emotional burnout. Social-psychological effects are due to the peculiarities of interaction in digital technologies conditions, which generates new and modernizes the existing social and cultural communication norms and network etiquette. At online conferences the ratio of visual and auditory components of nonverbal communication changes, the role of listening increases, and there is a greater focus on content in comparison with face-to-face communication. The differences in labor productivity at different communication modes are revealed. Informal interactions, the sense of professional and organizational involvement are reduced. The work-life balance is disturbed. Organizational and managerial effects of remote work are associated with the implementation of labor regulation, control and assessment, staff motivation, forms of employment, organizational membership and commitment, job satisfaction, trust in teams, the composition and structure of work teams, leadership, organization of workplaces and business communications. Many of the organizational factors are closely interconnected.
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ISMAEL, Ferman, and Mehmet YESILTAS. "Sustainability of CSR on Organizational Citizenship Behavior, Work Engagement and Job Satisfaction: Evidence from Iraq." Revista de Cercetare si Interventie Sociala 71 (December 1, 2020): 212–49. http://dx.doi.org/10.33788/rcis.71.15.
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In spite of the increase attention on the corporate social responsibility (CSR) which is considered to be a responsible social behavior of a firm towards its stakeholders and environment, the underlying explanation mechanism that could describe this relationship has not been exhaustively investigated, especially in the context of Iraq. Thus, this study developed a theoretical model of moderation and mediation to provide deeper insight on the impact of CSR on the work engagement and organizational behavior. This research is focused on employees in Iraq, with primary data acquired using a structured questionnaire answered by 524 respondents. The study was undertaken to highlight employees’ perception of the different aspects of CSR and their effect on job satisfaction, work engagement, and organizational citizenship behavior. Data analysis was carried out using structural equation modeling, a combination of multiple regression and factor analysis. The study findings explicitly demonstrate that the dimensions of Corporate Social Responsibility have a very strong positive effect on Organizational Citizenship Behavior and Work Engagement. In addition, work engagement was found to have direct relationship with organizational citizenship behavior and job satisfaction, while job satisfaction has a direct relationship with organizational citizenship behavior, and mediating/moderating effect on the relationship work engagement and organizational citizenship behavior. Finally, the theoretical and practical implications of our findings were discussed in the study.
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Lowe, Graham S., Grant Schellenberg, and Harry S. Shannon. "Correlates of Employees' Perceptions of a Healthy Work Environment." American Journal of Health Promotion 17, no. 6 (July 2003): 390–99. http://dx.doi.org/10.4278/0890-1171-17.6.390.
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Purpose. This study analyzed correlates of workers' perceptions of the extent to which their work environment is healthy and how these perceptions influence job satisfaction, employee commitment, workplace morale, absenteeism, and intent to quit. Design. One-time cross-sectional telephone survey. Setting. Canadian employees in 2000. Subjects. A randomly chosen, nationally representative sample of 2500 employed respondents, using a household sampling frame. The response rate was 39.2%. Self-employed individuals were excluded, leaving a subsample of 2112 respondents. Measures. The dependent variable was the response to the item, “The work environment is healthy” (5-point strongly agree–strongly disagree Likert scale). Independent variables used in bivariate and ordinary least-squares regression analyses included sociodemographic characteristics, employment status, organizational characteristics, and scales that measured job demands, intrinsic rewards, extrinsic rewards, communication/social support, employee influence, and job resources. Perceptions of a healthy work environment were related to job satisfaction, commitment, morale (measured on a 5-point scale), number of self-reported absenteeism days in the past 12 months, and whether or not the respondent had looked for a job with another employer in the past 12 months. Results. The strongest correlate of a healthy work environment was a scale of good communication and social support (beta = .27). The next strongest was a job demands scale (beta = –.15.) Employees in self-rated healthier work environments had significantly ( p < 0.01) higher job satisfaction, commitment and morale, and lower absenteeism and intent to quit. Conclusions. The study supports a comprehensive model of workplace health that targets working conditions, work relationships, and workplace organization for health promotion interventions.
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Ones, Deniz S., and Stephan Dilchert. "Environmental Sustainability at Work: A Call to Action." Industrial and Organizational Psychology 5, no. 4 (December 2012): 444–66. http://dx.doi.org/10.1111/j.1754-9434.2012.01478.x.
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As world economies and organizations transform to minimize, mitigate, and neutralize their environmental impact and adapt for environmental sustainability, industrial and organizational psychologists are uniquely positioned to aid in these efforts. Industrial and organizational (I–O) psychology has a central role to play and a duty to contribute to organizational greening initiatives. In making our case, we first describe how economic activities, organizations, and workplaces of today are in the midst of unprecedented change in terms of their impacts on and relations with the natural environment. To ensure conceptual clarity, we then delineate environmental sustainability constructs that are relevant in work settings and distinguish them from related concepts (e.g., social responsibility). We also provide an overview of psychological contributions to environmental sustainability and note that so far there is limited I–O psychological research and application. We conclude by describing ways in which I–O psychologists can contribute.
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Frick, Kaj. "Work Environment Dialogue in a Swedish Municipality — Strengths and Limits of the Nordic Work Environment Model." Nordic Journal of Working Life Studies 3, no. 1 (January 1, 2013): 69. http://dx.doi.org/10.19154/njwls.v3i1.2521.
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In the Nordic work environment model, health risks at work are mainly to be managed in cooperation with the employees and their representatives. The model is based on strong trade unions and is supported by the state through participatory rights and funding to produce and disseminate knowledge on risks and solutions. The model is evident in the large Swedish municipal sector with its strong unions and extensive social dialogue. However, municipal employees also face widespread risks, mainly from mental and physical overload. They led the costly wave of rising sickness absence from the late 1990s. Municipal (and other) employers therefore attempt to reduce the absence. The rural municipality of Leksand started a project Hälsosam with the broad objectives to half the absence, implement a national agreement on better dialogue, make Leksand an attractive employer, and improve employee influence and work environment. The article’s objective is to use Hälsosam’s intervention project to explore the limits of what the Nordic work environment model can achieve against risks rooted in the employers’ prerogative of organizing, resourcing, and managing the operations that create the conditions at work. Hälsosam’s practice focused on sickness absence and the forms of the new national agreement. The absence was halved by reducing cases of long-term sickness. There was also workplace health promotion and the safety reps were supported through regular meetings. However, little was done to the extensive mental and physical overload revealed in a survey. Nor was the mandatory work environment management improved, as was ordered by the municipal council. This remained delegated to first-line managers who had a limited ability to handle work risks. This limited practice implemented Leksand’s political priority to reduce the absenteeism, while other objectives had less political support. The difficulties to improve the work environment and its management were as demonstrated by other research on municipalities’ limited development capacity. Hälsosam’s narrow focus was also supported by the limited priorities of the national municipal employers. This gave a narrow perspective in the central social partners’ consultants to Leksand and other municipalities. Hälsosam thereby demonstrates both the strengths and the weaknesses of the Nordic work environment model. On the one hand, the local dialogue was even further improved. On the other, local and central trade union cooperation with the employers did not enable them to much raise the organizational problems of work overload and poor work environment management. Leksand’s municipal employees remained squeezed between limited taxes and unlimited service demands and had to “solve” this by too hard work.
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Ilić, Đurđijana, Gordana Mrdak, and Marko Bojić. "Sociological aspect of labor force absentism." Oditor 7, no. 1 (2021): 195–224. http://dx.doi.org/10.5937/oditor2101195i.
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The emergence of labor absenteeism is extremely complex, which is supported by the fact that from today's perspective, it has resulted in a large number of organizational phenomena that are studied in detail. The sociological aspect of absenteeism as a primarily social phenomenon needs to be analyzed from the social aspect so it is studied through sociological, psychological and socio-economic factors, demographic characteristics, work socialization and health status, interacting with the working environment and the environment, which are interconnected and mutually conditioned. Numerous factors influencing work absenteeism can be grouped and defined as characteristics of work and work situation, individual characteristics and characteristics of out of work situation. Knowledge, monitoring and understanding of these factors, i.e. those organizational moments that are recognized as social causes of the emergence and development of absenteeism in the organization is of immeasurable importance, which is the focus of this paper.
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Fujishiro, Kaori, and Catherine A. Heaney. "Justice at Work, Job Stress, and Employee Health." Health Education & Behavior 36, no. 3 (November 15, 2007): 487–504. http://dx.doi.org/10.1177/1090198107306435.
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A small but growing literature has documented an association between justice at work and employee health. However, the pathways and mechanisms underlying this association are not well understood. This article proposes a conceptual framework that bridges the organizational justice, occupational stress, and occupational epidemiology literatures. Justice appraisals are proposed to be both important mediators and moderators in the causal flow from exposure to the organizational environment to employee health. The potential role of justice in enhancing employee health is compared to that of the well-established concepts of social support and job control. Directions for future research are suggested, along with strategies for overcoming challenges inherent in this multidisciplinary area of research. Implications for work-site health interventions are discussed.
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Strycharska, Dominika, and Marzena Ogórek. "Management Styles as Element of Shaping Company Organizational Culture." New Trends in Production Engineering 2, no. 2 (December 1, 2019): 162–72. http://dx.doi.org/10.2478/ntpe-2019-0081.
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Abstract The basis for the functioning of every organization and achieving the set goals are employees. It is they who shape the image, create the organizational culture and reputation of the company in the environment. Their competences, knowledge and skills determine the efficiency and effectiveness of the organization’s operations. Thanks to their work, products and services are created that meet social needs and thus organizational progress. The aim of this work was to conduct research on the organization’s ability to identify and retain the best employees, the ability to promote desired attitudes and behaviors, as well as to create a friendly and rewarding work environment that are key factors for business success. Updating the knowledge possessed by employees and developing new skills is often crucial in keeping the organization on the market.
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Thompson, Lauren, and John Rose. "Does organizational climate impact upon burnout in staff who work with people with intellectual disabilities? A systematic review of the literature." Journal of Intellectual Disabilities 15, no. 3 (September 2011): 177–93. http://dx.doi.org/10.1177/1744629511419616.
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Staff stress and burnout is a prominent area of research in relation to services for people with intellectual disabilities. The aim of this article is to review the literature in relation to organizational climate in order to investigate whether there is a relationship between organizational variables and staff burnout. A systematic literature search yielded 21 articles which fell into two categories. Earlier studies tended to focus on deinstitutionalization, whereas later studies appeared to be influenced by work-stress theories, including ‘person–environment fit’ and demand control. Overall, it was found that an organizational climate that has a better ‘person–environment’ fit promotes greater job satisfaction and reduced burnout. Future research could focus upon the social or therapeutic aspects of the environment within services for people with intellectual disabilities to address an area of research which appears to have been overlooked.
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Riforgiate, Sarah E., and Michael W. Kramer. "The Nonprofit Assimilation Process and Work-Life Balance." Sustainability 13, no. 11 (May 26, 2021): 5993. http://dx.doi.org/10.3390/su13115993.
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Nonprofit organizations are a context where workers’ passion and commitment to their work may make it more difficult to negotiate between professional work and private life demands. Challenges in navigating work and life are important issues for individual sustainability and influence organizational sustainability in terms of retention and organizational commitment. As new employees join an organization, they are socialized into the rhythm and norms of the workplace; therefore, early employment provides an important juncture to study how new employees come to understand work-life expectations. This qualitative study considers 55 interviews with new employees (employed six months or less) at a nonprofit social welfare organization which was concerned with high employee turnover. Participants described how they came to the organization, how they learned the expected behaviors for their positions and messages received from organizational members (e.g., supervisors and coworkers) and social groups outside of the organization (e.g., family and friends) pertaining to managing work and life responsibilities. Findings highlight the importance of communication, extend organizational assimilation concepts, and offer practical implications to enhance sustainability for organizations and employees.
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Marcos, Alexandra, María del Carmen Pérez-Llantada, and Gabriela Topa. "Integration in the Organizational Environment of the Spanish National Police." Sustainability 11, no. 17 (August 29, 2019): 4706. http://dx.doi.org/10.3390/su11174706.
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In the present study, a model of relations is tested between the dimensions of socialization, personal resources such as optimism and self-efficacy, and the resources obtained during integration into the organization such as social support or collective efficacy in the prediction of the attitudes and behaviors of the Spanish National Police. Participants were members of the Spanish National Police (N = 123). The findings confirm some of the hypotheses, although other findings are contrary to the predictions. The percentage of variance explained in the regression analyses varies between 48% of the variance of stress and 24% of the variance of task commitment. The findings open new lines of research for the future given the positive impact of human resource management on satisfaction and commitment at work, as well as job stress and excellent performance.
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Kim, Heewon, and Craig Scott. "Change communication and the use of anonymous social media at work." Corporate Communications: An International Journal 24, no. 3 (August 5, 2019): 410–24. http://dx.doi.org/10.1108/ccij-07-2018-0076.
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Purpose The purpose of this paper is to investigate how employees use anonymous social media to cope with organizational change, which may affect various engagement outcomes. Specifically, this study focuses on change communication from management (i.e. top–down communication) and workplace freedom of speech (i.e. bottom–up communication) as potential antecedents of anonymous communication. In turn, commitment, turnover intention and job satisfaction are examined as engagement outcomes. Design/methodology/approach An online survey was conducted at Microsoft through Blind, a mobile platform for anonymous communication at work. A series of regression models were used to test hypotheses. Findings Results demonstrate that: the quality of change communication was related to anonymous social media use for information and support seeking; workplace freedom of speech was related to anonymous social media use for expressing ideas; perceived usefulness and trustworthiness of anonymous social media positively affected the usage of them; and the quality of change communication and workplace freedom of speech were linked to affective commitment and job satisfaction. Originality/value Despite the growing popularity of anonymous social media at work, their use and influences have received scarce empirical attention. This study advances the authors’ knowledge of the antecedents, characteristics and outcomes of anonymous social media use in a work environment characterized by frequent organizational changes. The findings also highlight the significance of communication qualities and freedom of speech at work.
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Haemer, Hannah Deborah, Jairo Eduardo Borges-Andrade, and Simone Kelli Cassiano. "Learning strategies at work and professional development." Journal of Workplace Learning 29, no. 6 (August 14, 2017): 490–506. http://dx.doi.org/10.1108/jwl-05-2016-0037.
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Purpose This paper aims to investigate the prediction of current and evolutionary perceptions of professional development through five learning strategies at work and through training and how individual and job characteristics predict those strategies. Design/methodology/approach Variables were measured in a cross-sectional survey, with 962 individuals. Relationships were tested through linear regression analysis and structural equation modeling. Findings The criterion variable current professional development is positively associated to three learning strategies: intrinsic and extrinsic reflection, seeking help from others and trial and error. The relationship between this latter learning strategy and that criterion variable is moderated by work experience. Hours of training also predict that criterion variable. Seeking help from others and educational level predict perceived evolutionary development. Socio-cultural and technical-organizational work environment variables predict those five strategies. Research limitations/implications The cross-sectional research design yields potential for monomethod bias. Longitudinal, multilevel and multiple collection design studies should be conducted in the future. Originality/value A wide range of occupations and organizational contexts was investigated by using two different measures of professional development as criterion variables. A larger effect size was found for one of them, given just three learning strategies as antecedent variables. Training and formal education had smaller effects. The importance of taking into account different characteristics of workplace learning environments is highlighted.
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Jessen, Jorunn Theresia. "Public governance-constraints and challenges for social work practice." Journal of Comparative Social Work 10, no. 2 (December 18, 2015): 84–106. http://dx.doi.org/10.31265/jcsw.v10i2.127.
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In the wake of public sector reforms, the work environment of professionals is changing; there is more description of results and outputs and tighter requirements of front-line work. The changes taking place address a shift towards managerial forms of control and organizational regulations in a range of Western countries. However, the new managerial regimes have different consequences for professionals as objects and subjects of governance. This paper investigates the extent of managerial and administrative regulations in the Norwegian social services, questioning the asserted negative impacts on professional autonomy in social work practice. The empirical data derive from a survey conducted among practitioners and managers in 125 local agencies, and compared to bureaucratic rules and agency procedures that set constraints, the new management model allows both autonomy and flexibility in choosing means and measures in various fields. Most of all, collegial support plays a significant role in providing professional standards for decision-making. The increase of management techniques and standard procedures in public administration concurrently challenges social work values, translating the social services into a field of more regulatory practices.
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Ep Chedli, Mariem Kchaich. "The Impact Of Social Partnership On The Environment." Journal of Economic Development, Environment and People 5, no. 4 (December 30, 2016): 6. http://dx.doi.org/10.26458/jedep.v5i4.510.
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The multidimensional social problems that everyone seeks to remedy them are very complex and no actor can confront them on their own. So the different parties have to work together by creating relations of partnerships.The State has long been the main actor in the control and regulation of social relations. However, in recent years there has been a rapid decline in their role given the enormous charge and lack of resources. Hence the need for the intervention of other parties.Some review of literature explores the conceptualization of social partnership in order to meet the needs of the organization or solve organizational problems. More and more large companies and multinationals get started on a voluntary approach to social responsibility and have begun to move closer to certain social enterprises by concluding partnership agreements.The purpose of this study was to study the social transformation that follows the creation of a relation of a social partnership between a social enterprise and a company that has involved a strategy of social responsibility. Then, we will present the environment to finally study the impact of social partnership on the environment; on economic, cultural and political dimensions.
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Mihailović, Dobrivoje. "ORGANIZATIONAL STRESS." Tourism and hospitality management 9, no. 1 (2003): 113–30. http://dx.doi.org/10.20867/thm.9.1.11.
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Contemporary organizational psychology very often lakes problem of organizational stress as one of its subjects. It is a phenomenon with which almost every profession must deals, but some of them are more exposed to its jeopardizing influences. For some professions stress is part of almost every work aspect. Nevertheless, it is usual to connect stress with the problem of conflicts. The importance of studying stress is especially actualized in situations of social and economics crisis that are characteristic for modem age and our environment. This paperwork is an attempt to give a theoretical explanation of work stress through identification and systematization of sources of stressias it is an attempt to describe far-reaching and complexity of its consequences on person and organization. Also, there is an idea to show methods that can be sued for managing stress, through organizational measures, or through techniques for individual coping with stress. We started from the hypothesis that it is possible to look for sources of organizational stress in organization itself, connected with the nature of work, organizational role that one has, in the degree of his responsibility, work relations, dynamics and psychological climate in organization, and if factors outside the organization (in family, life difficulties, personal conflicts). The consequences of stress can be seen on the level of physiological and psychological interruptions, and on the level of organizational problems. Consequently, on one side the importance of adequate professional selection and education, and adequate organizational culture is seen as important measure for stress prevention, and there us an emphasizing of personal techniques for protecting, mitigation and recovering of the stress, on the other side.
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Istia Fatmawati, Wulan, and Chaerudin Chaerudin. "THE INFLUENCE OF ORGANIZATIONAL COMMITMENT, CAREER DEVELOPMENT AND WORK ENVIRONMENT ON EMPLOYEES’ JOB SATISFACTION (CASE STUDY AT PT. MAP SURVEILLANCES)." Dinasti International Journal of Education Management And Social Science 2, no. 4 (April 22, 2021): 654–62. http://dx.doi.org/10.31933/dijemss.v2i4.828.
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This research aims to learn further regarding the impact caused by Organizational Commitment, Career Development and Work Environment on Employee Job Satisfaction either partially or simultaneously. The research population amounted to 140 respondents with a sample filtered of 95 respondents who were employees at Head Office and Site Office of PT. Map Surveillances. The quantitative descriptive research method used multiple linear regression analysis through the version 22 SPSS (Statistical Package for the Social) application program. The results showed that Organizational Commitment, Career Development and Work Environment had a positive and significant impact on Job Satisfaction both partially and simultaneously.
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Wolonciej, Mariusz Tomasz. "Do jobs matter more than nations? Cultural constraints on organizational performance." Journal of Organizational Change Management 31, no. 3 (May 14, 2018): 494–511. http://dx.doi.org/10.1108/jocm-04-2017-0137.
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Purpose The purpose of this paper is to introduce new perspectives on the job position analysis practice rooted in the traditional person-job fit approach. It highlights selected theoretical assumptions and the case of a company challenged by hidden cultural constraints on the work environment. The author attempts to show how human resources management may benefit from incorporating the aspect of cultural traits in job position analysis. Next, the author provides a regulatory definition of a job position culture, followed by practical guidelines to facilitate a better person-job fit across various work environments. Design/methodology/approach The paper opts for a conceptual contribution by introducing a new term “job position culture” as, companies are challenged by new management difficulties when creating universal job position descriptions and a better person-job fit. The paper highlights the need of including additional, cultural aspects of the work environment to better manage organizational change. Findings The paper shows how cultural traits could be implemented in human resources management such as recruitment and selection, as well as efficient job position management. A regulatory definition of job position culture is proposed, and some practical implications for a more complete organizational change management in job cultures. Research limitations/implications The regulatory definition for the job position culture, presented in the paper, is at the preliminary and theoretical stage. It requires being operationalized and implemented it in each job analysis case. Practical implications The new, cultural perspective on the job analysis may serve for the more adequate fit of personnel to the work environment and better manage organizational change including distinct job cultures. Social implications The cultural perspective on a job analysis may serve a more adequate fit and work satisfaction of workers resulting in job attachment and better work performance. Originality/value The paper shows the need to study additional work environment traits on the bases of the regulatory definition of job position culture.
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Kumar, Aneel, Ghulam Ali Arain, and Khalil Ahmed Channa. "Relationship Between Organizational Injustice and Work Interference with Family: The Role of Social Support." South Asian Journal of Human Resources Management 6, no. 2 (April 1, 2019): 129–55. http://dx.doi.org/10.1177/2322093719828889.
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This study investigates the moderating role of social support (i.e., supervisor, co-workers and the family) in the relationship between organizational injustice (i.e., distributive and procedural) and work interference with family (WIF; i.e., strain and behaviour based). Quantitative data were collected from employees working in public sector health-care organizations of Pakistan through survey questionnaires ( N = 255). This study finds significant effects of distributive and procedural injustice in engendering the negative experiences of strain- and behaviour-based WIF, in the employees of health-care organizations. The moderating effect of co-worker and family support provided mixed results. The supervisory social support was not found as a moderator. Findings of this study suggest that health-care organizations should pay serious attention to the ineffective work family policies and procedure to develop a family-friendly work environment. The supervisors should be given a role in work family policies and procedure development. The mitigating effect of co-workers’ support showed that the employees should be provided with proper knowledge on the policies and procedures of their organizations. The support of family members can also be either benign or harmful.
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Gurmani, Jehanzeb Khan, Noor Ullah Khan, Muhammad Khalique, Muhammad Yasir, Asfia Obaid, and Nur Ain Ayunni Sabri. "Do Environmental Transformational Leadership Predicts Organizational Citizenship Behavior towards Environment in Hospitality Industry: Using Structural Equation Modelling Approach." Sustainability 13, no. 10 (May 17, 2021): 5594. http://dx.doi.org/10.3390/su13105594.
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Voluntary pro-environmental behaviors in the workplace such as organizational citizenship behavior towards environment (OCBE) are pertinent for the organizations striving to become environmentally responsible entities. The significance of OCBE for green organizational initiatives has led scholars to strive for expanding its nomological network. Approaching from the theoretical angle of the social information processing approach, this quantitative, survey-based study theoretically links and empirically tests the impact of environmental transformational leadership on organizational citizenship behavior towards environment (OCBE) via mediating mechanism of perceived meaningful work. Data from a sample of 311 employees working in Pakistan’s hospitality sector were collected and analyzed to test the hypothesized relationships using structural equation modelling. Results indicated the indirect effect of perceived meaningful work on the relationship between environmental transformational leadership and organizational citizenship behavior towards environment. Implications of both theoretical and practical nature are laid out in the relevant sections of the paper.