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Journal articles on the topic 'Workplace culture'
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TIMPKA, T., H. ERIKSSON, E. HOLM, M. STRÖMGREN, J. EKBERG, A. SPRECO, and Ö. DAHLSTRÖM. "Relevance of workplace social mixing during influenza pandemics: an experimental modelling study of workplace cultures." Epidemiology and Infection 144, no. 10 (February 5, 2016): 2031–42. http://dx.doi.org/10.1017/s0950268816000169.
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SUMMARYWorkplaces are one of the most important regular meeting places in society. The aim of this study was to use simulation experiments to examine the impact of different workplace cultures on influenza dissemination during pandemics. The impact is investigated by experiments with defined social-mixing patterns at workplaces using semi-virtual models based on authentic sociodemographic and geographical data from a North European community (population 136 000). A simulated pandemic outbreak was found to affect 33% of the total population in the community with the reference academic-creative workplace culture; virus transmission at the workplace accounted for 10·6% of the cases. A model with a prevailing industrial-administrative workplace culture generated 11% lower incidence than the reference model, while the model with a self-employed workplace culture (also corresponding to a hypothetical scenario with all workplaces closed) produced 20% fewer cases. The model representing an academic-creative workplace culture with restricted workplace interaction generated 12% lower cumulative incidence compared to the reference model. The results display important theoretical associations between workplace social-mixing cultures and community-level incidence rates during influenza pandemics. Social interaction patterns at workplaces should be taken into consideration when analysing virus transmission patterns during influenza pandemics.
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Kava, Christine M., Edith A. Parker, Barbara Baquero, Susan J. Curry, Paul A. Gilbert, Michael Sauder, and Daniel K. Sewell. "Associations Between Organizational Culture, Workplace Health Climate, and Employee Smoking at Smaller Workplaces." Tobacco Use Insights 12 (January 2019): 1179173X1983584. http://dx.doi.org/10.1177/1179173x19835842.
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Background: Smaller workplaces frequently employ low-wage earners, who have higher smoking rates. Organizational culture and workplace health climate are two characteristics that could influence employee smoking. The purpose of this study was to examine the associations between organizational culture, workplace health climate, and smoking among employees at small (20-99 employees) and very small (<20 employees) workplaces. We proposed the following hypotheses: a stronger clan culture will be associated with a better workplace health climate (HP1); a better workplace health climate will be associated with lower odds of current smoking (HP2); and there will be an association between workplace health climate and smoking intensity (HP3) and between workplace health climate and quit intention (HP4). Methods: Executives and employees completed separate online questionnaires. Data collection occurred between June and October 2017. We used regression and Fisher’s exact tests to answer study hypotheses. Results: Workplaces with stronger clan cultures had a better workplace health climate (b = 0.27, P < .05), providing support for HP1. A better workplace health climate was associated with lower odds of being a current smoker (odds ratio [OR] = 0.08; 95% confidence interval [CI]: 0.01, 0.53), providing support for HP2. No significant relationship existed between workplace health climate and smoking intensity ( P = .50) or between workplace health climate and intention to quit smoking ( P = .32); therefore, HP3 and HP4 were not supported. Conclusion: Certain culture types may inform an organization’s health climate. Despite a lower likelihood of current smoking in workplaces with better health climates, a better health climate may not be sufficient to produce changes in smoking behavior and intentions.
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Shier, Micheal L., Aaron Turpin, David B. Nicholas, and John R. Graham. "Dynamics of a culture of workplace safety in human service organizations: A qualitative analysis." International Social Work 62, no. 6 (July 23, 2019): 1561–74. http://dx.doi.org/10.1177/0020872819858744.
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Workplace cultures are an important component in creating safe work environments. In-depth qualitative interviews ( n = 85) were conducted with human service workers of a large publicly administered human service organization in Canada to learn more about the organizational and/or workplace conditions that contribute to a safety culture. Findings reveal that a safety culture within this human service workplace is defined by values or attitudes associated with safety and structured mechanisms that help promote workplace safety. Insights from respondents help to identify areas for workplace and organizational development to promote health and safety within human service workplaces.
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Walker, Louise, and Orla Flannery. "Office cake culture." International Journal of Workplace Health Management 13, no. 1 (January 6, 2020): 95–115. http://dx.doi.org/10.1108/ijwhm-03-2019-0039.
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Purpose The purpose of this paper is to explore the characteristics of office cake (OC) consumption and the associated attitudes and behaviours among UK office workers to gain insight into the implications for workplace health. Design/methodology/approach A cross-sectional online questionnaire was completed by 940 respondents. Data were analysed using descriptive statistics and cross-tabulation with χ2 tests for between-group difference. Findings Respondents reported both positive social and negative health-related consequences of OC. OC influenced eating behaviour through increased salience and availability, and the effects of social influencing. Almost all (94.8 per cent) reported ideal OC frequency to be once/week or less. Gender and age significantly affected attitudes and behaviour. Research limitations/implications The questionnaire was not validated so data accuracy could have been diminished or biased. Portion size was not examined and consumption data were self-reported which could have resulted in under-reporting. Only office workers were investigated therefore results may not be applicable to other workplaces. Practical implications OC appears to influence both the workplace eating environment and employee eating behaviour. It could therefore affect employee health and workplace health promotion programme efficacy. However the findings suggest that nudge-based initiatives could reduce OC consumption to make workplaces healthier while retaining social benefits. Originality/value The present study provides the first data on OC culture and insights on how to address it sensitively. It also highlights that sweet treats used for celebration and employee recognition should be considered a relevant part of workplace food provision alongside canteens and vending.
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Jury, Ceri, Hong Eng Goh, Shaney P. Olsen, Jan Elston, and Jan Phillips. "Actions and results from the Queensland Health "Better Workplaces" staff opinion survey." Australian Health Review 33, no. 3 (2009): 371. http://dx.doi.org/10.1071/ah090371.
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In April 2006, the Workplace Culture and Leadership Centre (the Centre) from Queensland Health launched the ?Better Workplaces? initiative. The objective was to improve workplace culture and increase the capabilities of its leaders. A comprehensive program of leadership development complemented the workplace culture improvement strategy. As part of the initiative, the Centre launched a series of staff opinion surveys to monitor workplace culture improvement over time. To ensure the survey process was action oriented, the Workplace Culture Team developed a companion process ensuring the results were acted upon and tangible improvements were realised. This resulted in a comprehensive and robust process involving the development and implementation of action plans in every district and division in Queensland Health.
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Orenic, Liesl Miller. "Rethinking Workplace Culture." Journal of Urban History 30, no. 3 (March 2004): 452–64. http://dx.doi.org/10.1177/0096144203262819.
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Kelly, Daniel. "Understanding workplace culture." International Journal of Palliative Nursing 25, no. 5 (May 2, 2019): 211. http://dx.doi.org/10.12968/ijpn.2019.25.5.211.
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Wagner, Anke, Ladina Schöne, and Monika A. Rieger. "Determinants of Occupational Safety Culture in Hospitals and other Workplaces—Results from an Integrative Literature Review." International Journal of Environmental Research and Public Health 17, no. 18 (September 10, 2020): 6588. http://dx.doi.org/10.3390/ijerph17186588.
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Background: The aim of the present study was to obtain an overview of occupational safety culture by assessing and mapping determinants in different workplaces (hospital workplaces and workplaces in construction, manufacturing, and other industry sectors) using an already established theoretical framework with seven clusters developed by Cornelissen and colleagues. We further derived implications for further research on determinants of occupational safety culture for the hospital workplace by comparing the hospital workplace with other workplaces. Methods: We conducted an integrative literature review and searched systematically for studies in four research databases (PubMed, Web of Science, CINAHL, and PsycINFO). The search was undertaken in 2019, and updated in April 2020. Results of the included studies were analyzed and mapped to the seven clusters proposed by Cornelissen and colleagues. Results: After screening 5566 hits, 44 studies were included. Among these, 17 studies were conducted in hospital workplaces and 27 were performed in other workplaces. We identified various determinants of an occupational safety culture. Most studies in hospital and other workplaces included determinants referring to management and colleagues, to workplace characteristics and circumstances, and to employee characteristics. Only few determinants in the studies referred to other factors such as socio-economic factors or to content relating to climate and culture. Conclusions: The theoretical framework used was helpful in classifying various determinants from studies at different workplaces. By comparing and contrasting results of studies investigating determinants at the hospital workplace with those addressing other workplaces, it was possible to derive implications for further research, especially for the hospital sector. To date, many determinants for occupational safety culture known from workplaces outside of the healthcare system have not been addressed in studies covering hospital workplaces. For further studies in the hospital workplace, it may be promising to address determinants that have been less studied so far to gain a more comprehensive picture of important determinants of an occupational safety culture in the hospital sector.
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Brown, Llinos. "Workplace Energy Culture Framework: A Mixed Methods Study Examining Differences in Energy Use and Behaviours within an Industrial Workplace." Sustainability 16, no. 7 (April 7, 2024): 3072. http://dx.doi.org/10.3390/su16073072.
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One way to achieve energy efficiency in the workplace is to change employee behaviour. Research in this area is limited, and significant gaps remain in understanding differences in how energy is used within workplaces and the suitability of existing frameworks for application in workplace settings. This paper addresses these gaps by applying and further developing the interdisciplinary energy culture framework (ECF) to examine employee energy use in an industrial workplace with an office and manufacturing areas. A mixed methods approach consisting of surveys, a focus group and interviews is applied. Results show significant differences in the office and manufacturing areas, with office areas having a more energy-efficient energy culture. Qualitative results show differences exist due to organizational behaviours, such as the effectiveness of business communications methods, varying levels of investment, the physical environment and work tasks. Results also show external influences, such as government budgets, business structure, and wider organisational cultures, impact energy cultures and how energy is used. This paper proposes modifications to the ECF, which acknowledges the multi-scalar nature of workplace energy cultures. This paper demonstrates how the ECF can be applied to workplace settings, allowing further understanding of how energy is used, and identifying wider organizational, occupational, and individual psychological influences on energy use.
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Mannix-McNamara, Patricia, Niamh Hickey, Sarah MacCurtain, and Nicolaas Blom. "The Dark Side of School Culture." Societies 11, no. 3 (July 29, 2021): 87. http://dx.doi.org/10.3390/soc11030087.
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The extant literature evidences the link between incivility and workplace culture. Both have a symbiotic relationship whereby a change in one influences the other. When workplace cultures develop dysfunctional values and beliefs, negative traditions, and caustic ways of interacting, they have become “toxic cultures.” This study examined Irish post-primary school teachers’ experiences of incivility and toxic culture in the workplace through in-depth interviews with forty-two participants. Results show that toxic work culture had a negative impact on both the personal and professional lives of the participants. We conclude that antecedents in toxic school culture are linked to epistemological assumptions, group dynamics, and deficiencies in leadership, and we suggest that they act as causes and/or facilitators of workplace bullying.
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Collins, Jane L. "Deterritorialization and workplace culture." American Ethnologist 29, no. 1 (February 2002): 151–71. http://dx.doi.org/10.1525/ae.2002.29.1.151.
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Topic, Martina. "Editorial 29.3: Workplace culture." Corporate Communications: An International Journal 29, no. 3 (April 2, 2024): 281–84. http://dx.doi.org/10.1108/ccij-05-2024-181.
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Seyferth, Anne V., Katherine C. Soldes, and Kevin C. Chung. "Culture in the Workplace." Plastic & Reconstructive Surgery 153, no. 3 (February 20, 2024): 537–42. http://dx.doi.org/10.1097/prs.0000000000011118.
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Winch, Junko. "Cultural Influences in a multicultural academic workplace." Journal of Language and Cultural Education 3, no. 3 (September 1, 2015): 85–94. http://dx.doi.org/10.1515/jolace-2015-0022.
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Abstract This study investigates if there are any cultural influences on language teaching staff in a multicultural British university language centre operating overseas. Language teaching staff who work at British universities in the UK usually involve only two cultures (British and their mother tongue culture). If non-native nationals are involved in two cultures, it is expected that they would conform to the host country’s culture. Language teaching staff in this study involve at least three cultures, that is, British, their mother tongue culture and the host country’s culture. In the case of the involvement of the three cultures, where do the majority of non-native nationals conform to in a multicultural workplace in the host country? Is it the institution’s country’s culture where they are based in their educational operation or the host country’s culture? This study looks at individual value orientation in decision-making and problem-solving. Discourse analysis of e-mails between 20/10/2013 and 20/01/2014 was used to focus on two main language staff (French and Japanese). The results showed that teaching staff in the multicultural workplace seemed to alter and replace their own value orientations on a mix and match basis, which may affect their preferred culture. It is also suggested that cultural acquisition could occur regardless of the establishment of one’s cultural preference.
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Daryoush, Younes, Abu Daud Silong, Zohara Omar, and Jamilah Othman. "Successful Workplace Learning: Moderating Effect of Organizational Culture." International Journal of Human Resource Studies 3, no. 4 (October 1, 2013): 1. http://dx.doi.org/10.5296/ijhrs.v3i4.4180.
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A main point of this study was that successful workplace learning is depended on workplace environment and its relationship with job performance will be improved in certain organizational culture values and practices. We hypothesized that the relationship between formal, informal and incidental workplace learning with task and contextual performance would be higher in result-oriented cultures. These two hypotheses were supported. We further hypothesized and found support that workplace learning and task performance relationships are stronger in combined outcome- and innovation-oriented cultures. Our results indicate that these two cultural values complement each other in facilitating positive outcomes for workplace learning.
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Biswas, Aviroop, Colette N. Severin, Peter M. Smith, Ivan A. Steenstra, Lynda S. Robson, and Benjamin C. Amick III. "Larger Workplaces, People-Oriented Culture, and Specific Industry Sectors Are Associated with Co-Occurring Health Protection and Wellness Activities." International Journal of Environmental Research and Public Health 15, no. 12 (December 4, 2018): 2739. http://dx.doi.org/10.3390/ijerph15122739.
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Employers are increasingly interested in offering workplace wellness programs in addition to occupational health and safety (OHS) activities to promote worker health, wellbeing, and productivity. Yet, there is a dearth of research on workplace factors that enable the implementation of OHS and wellness to inform the future integration of these activities in Canadian workplaces. This study explored workplace demographic factors associated with the co-implementation of OHS and wellness activities in a heterogenous sample of Canadian workplaces. Using a cross-sectional survey of 1285 workplaces from 2011 to 2014, latent profiles of co-occurrent OHS and wellness activities were identified, and multinomial logistic regression was used to assess associations between workplace demographic factors and the profiles. Most workplaces (84%) demonstrated little co-occurrence of OHS and wellness activities. Highest co-occurrence was associated with large workplaces (odds ratio (OR) = 3.22, 95% confidence interval (CI) = 1.15–5.89), in the electrical and utilities sector (OR = 5.57, 95% CI = 2.24–8.35), and a high people-oriented culture (OR = 4.70, 95% CI = 1.59–5.26). Promoting integrated OHS and wellness approaches in medium to large workplaces, in select industries, and emphasizing a people-oriented culture were found to be important factors for implementing OHS and wellness in Canadian organizations. Informed by these findings, future studies should understand the mechanisms to facilitate the integration of OHS and wellness in workplaces.
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Yam, Fanny, Chih Siong Wong, Cheah Yuat Hoong, and Mansoureh Ebrahimi. "Shaping the Culture of Safety through Effective Leadership in Malaysia." Asian Culture and History 9, no. 2 (May 10, 2017): 1. http://dx.doi.org/10.5539/ach.v9n2p1.
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Despite the enforcement of safety protocols, several workplaces and organizations still face accidents in Malaysia. SOSCO reported >34,000 workplace related accidents in 2012, 983 of which were fatal. Leadership is important when creating a culture that supports and promotes health and safety. Management and Team leaders are vital in inspiring workers to higher levels of safety consciousness and productivity, which means they must personally apply good leadership attributions daily. A ‘Safety Culture’ describes a safety management style in the workplace that reflects attitudes, beliefs, perceptions and values shared by all workers with regard to safety. The objectives of this study include raising the awareness among leaders in the workplace of their role and responsibility in the mitigation and construction of a safety culture that approaches zero incidents in the workplace. The methodology used in this paper includes a qualitative literature research on safety culture and leadership in addition to a quantitative survey that focused on safety culture at two Malaysian universities. This research thus provides an in-depth analysis and platform for organizations to identify areas of weakness and concern and can lead to further research that builds on existing systems to strengthen safety culture awareness and praxis.
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Al-Hammouri, Mohammad. "The Role of Psychological Flexibility in Heart Failure: Structural Equation Model Analysis." Jordan Journal of Nursing Research 1, no. 2 (December 14, 2022): 75–86. http://dx.doi.org/10.14525/jjnr.v1i1.09.
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Background: Organizational culture has been found to relate to workplace bullying; however, available evidence on the role of organizational culture in bullying mitigation or aggravation is inconclusive. Objective: This study aimed to estimate whether types of organizational culture predict bullying behavior among nurses in Jordan. Methods: A descriptive, cross-sectional and predictive design was used in this study. A convenience sample of 160 nurses working in public and private hospitals completed and returned the study e-survey. Results: About 10% of nurses were exposed to workplace bullying within the last 6 months. Colleagues and other superiors/managers were the main perpetrators. Compared with other organizational cultures, task-oriented culture had the highest mean and was correlated negatively with workplace bullying. Conclusions: Workplace bullying is still considered a serious problem among nurses. Contrary to the majority of studies reporting task-oriented culture as a risk factor for bullying or its lack of relatedness to bullying behavior, in this study, task-oriented culture predicted lower bullying victimization at the workplace. Implications to Nursing: Nurse managers have a crucial role in the mitigation and prevention of workplace bullying among their staff. Managers need to be available at the unit level to observe and monitor staff behavior, ensure the implementation of code of conduct for staff and act as advocates when other unit managers bully nurses. Further research is needed to provide more information in the role of various types of organizational culture on workplace bullying. Meanwhile, task-oriented culture that focuses on work goals and productivity needs to be emphasized. Keywords: Workplace bullying, Organizational culture, Nurses.
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Brett, Jeanne. "Intercultural challenges in managing workplace conflict – a call for research." Cross Cultural & Strategic Management 25, no. 1 (February 5, 2018): 32–52. http://dx.doi.org/10.1108/ccsm-11-2016-0190.
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Purpose The purpose of this paper is to discuss cultural causes of conflict in the workplace and call for research to address what happens when cultures collide generating workplace conflict. The author assumes that because cultures differ in terms of functional solutions to problems of social interaction that there will be conflict when people from different cultures are interdependent in the workplace. The author discusses types of culture and their conflict management profiles with respect to three characteristics of conflict management: direct vs indirect confrontation; emotional expression, and third party conflict management. The author proposes what happens when cultures collide and calls for research on those collisions. Design/methodology/approach Application of the cultural literature on self-worth to three elements of workplace conflict: direct vs indirect confrontation of conflict, feelings and expressions of negative emotions associated with conflict and timing and type of third party intervention. Findings When people from dignity, face, and honor cultures are working together the fundamental differences in the logic of self-worth in these three types of culture may cause conflict. People from dignity and honor cultures are likely to confront conflict directly, while those from face cultures are more likely to confront conflict indirectly. Workplace conflict generates negative emotions, but culture seems to affect whether that emotion is anger, shame or both. The timing of third party intervention into workplace conflict, that is, how managers intervene in workplace conflict has some parallels with how community mediators act in that culture. Research limitations/implications There is limited research comparing management of workplace conflict in dignity, face, and honor cultures. The author generates propositions and suggests a research strategy for collecting data to test propositions. Practical implications Understanding what is culturally normative in terms of self-worth, confrontation, emotional expression, and managerial intervention can help people involved in workplace conflict understand what they are experiencing. It can also help managers intervene effectively. Social implications How people react to workplace conflict varies with culture as does how managers intervene. Knowing this provides people with the first element of cultural intelligence that may help them manage conflict to facilitate a more creative and effective multicultural work environment. Originality/value This paper integrates theory and research from cross-cultural psychology, the psychology of emotion and the literature on third party intervention into community conflict to explain the patterns of cultural conflict and conflict management in the workplace. It also suggests what it may take to manage cultural conflict in the workplace successfully.
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B. Plijter, Evelien, Theo J.M. van der Voordt, and Roberto Rocco. "Managing the workplace in a globalized world." Facilities 32, no. 13/14 (September 30, 2014): 744–60. http://dx.doi.org/10.1108/f-11-2012-0093.
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Purpose – The purpose of this study is to provide a better insight into the role of national cultures on the management and design of workplaces of multinationals in different countries. Design/methodology/approach – This explorative study is based on an extensive literature review of dimensions of a national culture in connection to corporate real estate management, interviews with ten representatives of multinationals on corporate real estate strategies and workplace characteristics and a multiple case study of two multinational firms with site visits and observations at offices in The Netherlands, Germany and Great Britain. Findings – Whereas all interviewed companies had their real estate portfolio to some extent aligned to the local national culture, none had a strict central policy about this issue. Differences in workplace characteristics were mainly caused by the involvement of local people in workplace design. Using Hofstede’s cultural dimensions, the case studies showed relationships between masculinity of a culture and the expression of status and between uncertainty avoidance and openness to innovation; however, no relationships were found related to differences in power distance and short-/long-term orientation. Research limitations/implications – The case studies were conducted in three European Union countries. Due to practical reasons, most interviewees were Dutch. Additional empirical research including more different national cultures is needed to advance more unequivocal conclusions and to develop a clear set of guidelines for decision-making. Practical implications – The findings stress the importance of finding a balance between aligning facilities to business purposes and meeting the needs of different (groups of) employees in multinational environments. Originality/value – Although much has been written about national culture, not much research is yet available in connection to facilities management and corporate real estate management.
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Mannapova, N. I., and A. G. Ismagulov. "PHYSICAL CULTURE AT THE WORKPLACE." EurasianUnionScientists 5, no. 61 (2019): 38–40. http://dx.doi.org/10.31618/esu.2413-9335.2019.5.61.34.
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Sergeant, Jenny, and Colette Laws-Chapman. "Creating a positive workplace culture." Nursing Management 18, no. 9 (January 26, 2012): 14–19. http://dx.doi.org/10.7748/nm2012.02.18.9.14.c8889.
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Wallace, Michael, and Kevin T. Leicht. "Culture Wars in the Workplace?" Work and Occupations 31, no. 1 (February 2004): 3–37. http://dx.doi.org/10.1177/0730888403259827.
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Farrow, Jane. "Workplace Culture, Folklore, and Adaptation." Journal of Occupational Science 12, no. 1 (April 2005): 4–8. http://dx.doi.org/10.1080/14427591.2005.9686542.
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Pronk, Nico. "A Workplace Culture of Health." ACSM's Health & Fitness Journal 14, no. 3 (May 2010): 36–38. http://dx.doi.org/10.1249/fit.0b013e3181d9f7b6.
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Hahtela, Nina, Brendan McCormack, Diane Doran, Eija Paavilainen, Paul Slater, Mika Helminen, and Tarja Suominen. "Workplace culture and patient outcomes." Nursing Management (Springhouse) 48, no. 12 (December 2017): 36–44. http://dx.doi.org/10.1097/01.numa.0000526910.24168.ee.
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Hector, Paige. "Building Recognition into Workplace Culture." Caring for the Ages 22, no. 1 (January 2021): 14. http://dx.doi.org/10.1016/j.carage.2020.12.003.
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Leroch, Martin A. "Culture at work: how culture affects workplace behaviors." International Journal of Manpower 35, no. 1/2 (May 6, 2014): 133–46. http://dx.doi.org/10.1108/ijm-08-2013-0198.
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Mohamad Yusof, Hani Sakina, Ahmad Suffian Mohd Zahari, and Muhammad Iskandar Hamzah. "UNDERSTANDING AND ENHANCING CULTURAL INTELLIGENCE IN THE WORKPLACE." International Journal of Entrepreneurship and Management Practices 7, no. 25 (June 30, 2024): 190–97. http://dx.doi.org/10.35631/ijemp.725016.
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Culture is a global phenomenon that is derived from social, economic, legal, political, and religious norms, values, and traditions of the society. Culture shapes the behavior of individuals to act accordingly in different situations faced by individuals in all spheres of life. Thus, from the last few decades of the 20th century until now, organizational culture has been researched extensively. Culture exerts influence over every facet of individuals' conduct within a particular society. Consequently, individuals raised in disparate countries with varying cultural norms cultivate distinct patterns of behavior and cognition. Organizational culture is an important determinant of organizational success. The workplace environment is crafted through the interactions of employees, forming organizational culture. In the new Malaysia, the focus has shifted towards embracing the diversity of cultures and interests, necessitating attention. In an era marked by polarization and limited social mobility, cultural intelligence emerges as a crucial asset across all socioeconomic and ethnic groups. In a heterogeneous society like Malaysia, the capacity to collaborate with diverse cultures will provide disadvantaged individuals with a competitive advantage and enhance social mobility. This conceptual paper aims to investigate the Model of Cultural Intelligence, examining how employees in Malaysia embrace a diverse range of cultures in their daily activities.
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SCHUR, LISA, DOUGLAS KRUSE, JOSEPH BLASI, and PETER BLANCK. "Is Disability Disabling in All Workplaces? Workplace Disparities and Corporate Culture." Industrial Relations: A Journal of Economy and Society 48, no. 3 (July 2009): 381–410. http://dx.doi.org/10.1111/j.1468-232x.2009.00565.x.
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Elizabeth, Junie, and Neethika Raveendran. "SOCIAL ACCULTURATION, WORKPLACE INCIVILITY AND DIVERSITY." International Journal of Advanced Research 9, no. 07 (July 31, 2021): 203–8. http://dx.doi.org/10.21474/ijar01/13118.
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The advent and dissemination of technology had made it possible for people to move from one region to another. The movement of people from one geographical area to another resulted in the transfer and exchange of cultures and ways of life. When individuals move from one location to another, they often experience culture shock, given that the culture they are used to is different from the one they have gone to. To adapt, these individuals had to learn and accept the new way of life so as to successfully live and work in a new environment. The process by which an individual acquire, adjusts, and adapts to a new culture is known as social acculturation. In this article, an analysis is made on the impact of social acculturation on the efforts to fight workplace incivility and in the promotion of diversity and inclusivity. The analysis showed that. Through social acculturation, individuals who visited a new environment for the first time experienced acculturative stress. The stress caused those affected to behave in a way that fostered incivility at the workplace. Some of the incivil behaviors expressed by immigrant workers include absenteeism, laziness at work, depression, among others. Social acculturation had also played a role in the assimilation of bad behaviors carried from one culture into a new one by replacing them with the most dominant culture, thus eliminating work-related incivility among new immigrants. Social acculturation had also been crucial in enhancing inclusivity and diversity. Social acculturation enabled the sharing of different cultures through the exchange of food, language, and religion. These cultural phenomenon played important roles in bringing people from diverse backgrounds together, thus fostering diversity and inclusivity regardless among global populations regardless of individual culture and social backgrounds. Acculturation had also played a key role in enhancing globalization which is the most significant arena where diversity and inclusivity play out. By exchanging and adapting to a new culture, people were able to work and live together in peace and harmony.
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Fatima, Syeda Saman. "Impact of Value Based Perspective of Organizational Culture on Knowledge Management Process: A Case Study of Banking Sector of Pakistan." International Journal of Management Excellence 12, no. 3 (April 30, 2019): 1845–47. http://dx.doi.org/10.17722/ijme.v12i3.1078.
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Different organizations have different cultures. Mostly employees spend more time at their workplace, culture of their organization affects both their work lives also their personal lives. This study aims to explore that how knowledge management process can be influenced by organizational culture in banking sector.
Knowledge management process and organizational culture are the emerging topics in workplaces which magnetize scholars to discover for future implications. This research is conducted in the banking sector of Pakistan which is based on the responses from 300 employees. The results are highly significant; knowledge management process and organizational culture have strong relation. Hence, our findings indicate that value perspective of organizational culture has strong impact on KM process. The study also gives some future directions for more research.
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Kallang, Saiful, and Siska Noviaristanti. "Analysis of the Effect Adoption Digital Technology on Workplace Digitalisation Transformation at PT Indosat Ooredoo Hutchison." International Journal of Business and Management 19, no. 4 (May 14, 2024): 16. http://dx.doi.org/10.5539/ijbm.v19n4p16.
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This study aims to determine the influence of Adoption Digital Technology on workplace digitalization with innovative culture as an intervening and the relationship between Adoption Digital Technology and innovative culture mediated by digital literacy in telecommunications companies. This study used quantitative methods by testing hypothesis relationships among constructs using analysis with smart pls-sem 4 applications. The research methodology used was based on a deductive approach using a questionnaire survey on 250 samples, with respondents being permanent employees of PT Indosat regional Indonesia Timur. The findings show that adoption of digital technology has a significant influence on workplace digitalization mediated by innovative culture. Digital literacy has an insignificant moderation effect between adoption of digital technology and innovative culture. The study provides new insights to industry practitioners that adoption of digital technology can improve workplace digitalization. Innovative culture is one of the supporting cultures in influencing to improve workplace digitalization.
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Manley, Kim. "Workplace culture: is your workplace effective? How would you know?" Nursing in Critical Care 9, no. 1 (January 2004): 1–3. http://dx.doi.org/10.1111/j.1362-1017.2004.0052.x.
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Fanggidae, Rolland Epafras. "Organizational Culture and Spirituality Workplace: Empirical Study of Influence of Organizational Culture and Spirituality Workplace." E3S Web of Conferences 73 (2018): 11017. http://dx.doi.org/10.1051/e3sconf/20187311017.
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In today’s organizations, Human Resources is one of the important driving factor. By creating a humanistic work environment, employees are more creative and have a passion to do the job. In order to improve the quality and quantity of human resources needs to the strategy of the organization. One of the strategies that can be undertaken by the organization is the psychic and spiritual fulfillment of employees in order to create a work environment that is humane. Spirituality is not about the workplace as religious practices are organized and not on God or theology. In this study proposes a theory Spirituality workplace, through a review of the literature and empirical study shows the definition of spirituality, the effects on work attitudes, as well as clarify the link spirituality and culture of the organization. This research is done through empirical studies related link workplace spirituality and organizational culture on college lecturer in East Nusa Tenggara (NTT)-Indonesia. Data were collected through a survey with simple random sampling proportional and involve ± 320 Lecturer Private college as respondents. Data analysis techniques with linear regression method using SPSS 23 determines the relationship between Organizational Culture and Spirituality workplace.
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DUNMADE, Emmanuel Olaniyi, and Bolanle Odunlami, IBOJO,. "Organisational Culture and Business Performance in Harmony Ventures and Supplies Limited, Ilorin, Nigeria." LASU Journal of Employment Relations & Human Resource Management 4, no. 1 (July 28, 2023): 31–45. http://dx.doi.org/10.36108/ljerhrm/3202.04.0130.
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Organisational culture is the common assumption, belief and natural norm in the workplace. Therefore, understanding this concept is so fundamental to the knowledge of what is going on in the workplace as culture has a powerful impact on any establishment’s innovativeness and long-term effectiveness. This study therefore examined the relationship between organisational culture and business performance in Harmony Ventures and Supplies Limited, Ilorin, Kwara State, Nigeria. The research instrument adopted for the study was structured questionnaire, while Pearson Product Moment correlation inferential statistical method was applied for the data analysis of 252 respondents who completed the questionnaire. Findings of the study showed a significant relationship between clan culture and workplace’s effectiveness (r = .754, p < 0.05). It was also indicated that there was positive and significant relationship between the adhocracy culture and workplace’s effectiveness (r = .754, p < 0.05) in the study area. The study therefore recommended re-shaping of the organisation’s corporate culture in coherence with its strategy and structure. This is by ensuring a pleasant organisational image and concentration more on the adherence of the adhocracy culture.
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Schnurr, Stephanie, and Olga Zayts. "‘you have to be adaptable, obviously’." Pragmatics. Quarterly Publication of the International Pragmatics Association (IPrA) 22, no. 2 (June 1, 2012): 279–300. http://dx.doi.org/10.1075/prag.22.2.05sch.
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In spite of the increasing globalisation of the work domain and the mobilization of the workforce (Wong et al. 2007) only very little attention has been paid to the interplay between culture and professional identities in workplace contexts. This paper addresses this gap by exploring some of the ways through which professionals are required to construct and negotiate their various identities in increasingly multicultural contexts where notions of culture may become particularly salient. We focus on multicultural workplaces where, we believe, the intricate and complex relationship between culture and identity is particularly well reflected: In these contexts members are on a daily basis exposed to culture-specific perceptions, assumptions, expectations, and practices which may ultimately be reflected in workplace communication, and which impact on how professional identities are constructed. Drawing on a corpus of more than 80 hours of authentic workplace discourse and follow-up interviews conducted with professionals we explore how expatriates who work in Hong Kong with a team of local Chinese construct, negotiate and combine aspects of their professional and cultural identities in their workplace discourse. Our particular focus is on two issues that have been identified in participants’ interviews: Sharing decision making responsibilities and negotiating a work-life balance. Our analysis of these two aspects illustrates the complex processes of identity construction from two different but complementary perspectives: i) the ways in which participants portray themselves as adapting to, negotiating or rejecting the new culture in which they work and live; and ii) the ways in which these perceived identity construction processes are actually reflected in participants’ workplace discourse.
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Kim, Deuk Hwan, Joon Won Lee, Won Souk Eoh, Yun Ho Lee, and Chung Dong Im. "A Study on the Job Satisfaction of Workers in Specialized Safety Management Agency: Focus on the safety environment, job autonomy, and workplace culture." Forum of Public Safety and Culture 28 (March 30, 2024): 105–19. http://dx.doi.org/10.52902/kjsc.2024.28.105.
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On November 30, 2022, the government also unveiled the “Serious Accidents Reduction Roadmap,” emphasizing collaboration between safety management agencies and private accident prevention agencies, and governance for a safe and healthy workplace. This study, based on Article 17, Paragraph 5 of the Industrial Safety and Health Act, involves 361 workers in workplaces with 50 to 300 regular workers who have delegated safety management tasks to safety management agencies. The study aims to improve job satisfaction by enhancing the working environment of workers performing safety management tasks through high-quality safety management technical guidance, inspection, and other services. Using the KOSS basic form of KOSHA GUIDE H-67-2022, “Guidelines for Measuring Job Stress Factors,” the research method involved surveying workers in four areas and 18 items. The study hypothesized that job environmental factors significantly influence job satisfaction, with safety environment, job autonomy, and workplace culture reconstructed as independent variables and job satisfaction as the dependent variable. The results showed that job environmental factors explained 46.1% of job satisfaction (R² = 0.461). The regression model was appropriate at F = 101.788 ( =0.001). The impact of job environmental factors on job satisfaction revealed significant positive effects for safety environment (β = 0.126, p < 0.01), job autonomy (β = 0.332, p < 0.001), and workplace culture (β = 0.381, p < 0.001). The relative impact indicated that workplace culture, job autonomy, and safety environment ranked in descending order. The study concluded that improving job environmental factors in safety management entrusted workplaces through specialized technical guidance and inspections positively impacts job satisfaction. Urgent attention from individuals, institutions, and the government is necessary, alongside institutional improvements, to prevent and reduce industrial accidents in safety management entrusted workplaces.
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Shier, Micheal L., Aaron Turpin, David B. Nicholas, and John R. Graham. "Social Service Worker Experiences with Direct and Indirect Violence When Engaged with Service Users." British Journal of Social Work 51, no. 4 (April 2, 2021): 1238–58. http://dx.doi.org/10.1093/bjsw/bcab035.
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Abstract Social service workers’ experiences of violence from service users (client-engaged violence) in social service workplaces are serious and pervasive issues that demand responsive and effective organisational interventions. However, organisational factors and characteristics that have an effect on worker experiences of client-engaged violence are poorly defined. This study utilised a quantitative design to identify and measure aspects of the organisation that prevent client-engaged violence and support workers in building healthy and safe workplaces. Participants (n = 1,574) from various publicly administered social services departments were surveyed to assess the effect of ‘workload’ (workload quality); ‘supervisory dynamics’ (equality, involvement, support and attentiveness); ‘team dynamics’ (intrapersonal team functioning and interpersonal team functioning) and ‘workplace safety culture’ (workplace safety values) on direct and indirect experiences of client-engaged violence. Results from multivariate analysis show that workload characteristics and organisational cultural values of workplace safety had a significant effect on worker experiences of client-engaged violence. The results highlight the importance of creating organisational policies and procedures that support workers in managing workloads and promoting a culture of safety within the work setting.
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Aleksić, Ana, Ivana Načinović Braje, and Sanda Rašić Jelavić. "Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance." Sustainability 11, no. 24 (December 9, 2019): 7031. http://dx.doi.org/10.3390/su11247031.
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Sustainable work environment creation seeks the development of a healthy environment that diminishes all forms of deviant organizational and interpersonal workplace behavior. This paper explores the role of organizational culture and values of organizational culture that help to create a sustainable work environment where the presence of deviant workplace behavior is least present. Using Cameron and Quinn’s Competing Values Framework and FOCUS questionnaires as the grounds for the taxonomy of organizational culture and Robinson and Bennett typology of deviant workplace behavior, this paper analyzed the effects of different organizational cultures and their dominant values on the level of occurrence of different forms of deviant workplace behavior. Empirical analysis was done on a sample of 251 employees, belonging to 11 organizations. The research results imply that an emphasis on market and hierarchy culture can be related with occurrence of deviant behaviors. Emphasizing market culture value “job clarity” can reduce deviant behavior, unlike an emphasis on market culture value “efficiency” that could increase the level of deviant behavior. The research results are compared with previous similar studies and discussed in terms of creating a sustainable work environment.
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Berquist, Renee, Isabelle St-Pierre, and Dave Holmes. "Uncaring Nurses: Mobilizing Power, Knowledge, Difference, and Resistance to Explain Workplace Violence in Academia." Research and Theory for Nursing Practice 32, no. 2 (June 2018): 199–215. http://dx.doi.org/10.1891/1541-6577.32.2.199.
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Background and Purpose:Violence among nurses and in nursing academia is a significant issue, with attention increasingly focused on damage resulting from psychological violence, such as bullying, harassment, aggression, and incivility. Each workplace’s interpretation of violence will impact individual behavior within the organization. Organizational and environmental factors can contribute to violent behaviors becoming normalized in the workplace. When violent behaviors go unconstrained, they become imbedded within the workplace culture. An increased understanding of workplace culture is required to address workplace violence. The purpose of this article is to demonstrate how the use of this theoretical framework can provide greater understanding of the role of workplace culture in sustaining violent behaviors in nursing academia.Methods:The theoretical perspectives of Gail Mason on interpersonal violence and Michel Foucault on power were utilized to inform the research process and guide data analysis.Results:The framework makes possible the exposure of a dominant discourse perpetuating violence in nursing academia. Power and violence were found to work together to shape knowledge and influence group norms and behaviors.Implications for Practice:The framework is useful in providing greater understanding of how the concepts of power, knowledge, difference, and resistance support the enactment of workplace violence. Investigating the influence of these concepts in the development of accepted practices and discourses may allow greater insight into ways violence and power are used to negotiate and enforce organizational rules and norms.
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Ding, Regina, Amiram Gafni, and Allison Williams. "Cost Implications from an Employer Perspective of a Workplace Intervention for Carer-Employees during the COVID-19 Pandemic." International Journal of Environmental Research and Public Health 19, no. 4 (February 15, 2022): 2194. http://dx.doi.org/10.3390/ijerph19042194.
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In developed countries, population aging due to advances in living standards and healthcare infrastructure means that the care associated with chronic and degenerative diseases is becoming more prevalent across all facets of society—including the labour market. Informal caregiving, that is, care provision performed by friends and family, is expected to increase in the near future in Canada, with implications for workplaces. Absenteeism, presenteeism, work satisfaction and retention are known to be worse in employees who juggle the dual role of caregiving and paid employment, representing losses to workplaces’ bottom line. Recent discourse on addressing the needs of carer-employees (CEs) in the workplace have been centred around carer-friendly workplace policies. This paper aims to assess the potential cost implication of a carer-friendly workplace intervention implemented within a large-sized Canadian workplace. The goal of the intervention was to induce carer-friendly workplace culture change. A workplace-wide survey was circulated twice, prior to and after the intervention, capturing demographic variables, as well as absenteeism, presenteeism, turnover and impact on coworkers. Utilizing the pre-intervention timepoint as a baseline, we employed a cost implication analysis to quantify the immediate impact of the intervention from the employer’s perspective. We found that the intervention overall was not cost-saving, although there were some mixed effects regarding some costs, such as absenteeism. Non-tangible benefits, such as changes to employee morale, satisfaction with supervisor, job satisfaction and work culture, were not monetarily quantified within this analysis; hence, we consider it to be a conservative analysis.
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Abdullah, Abdul Ghani Kanesan, Ying-Leh Ling, and Azians Binti Abu Hassan. "School Culture and Spirituality in Workplace." International Journal of Educational Studies 1, no. 2 (December 21, 2018): 160–67. http://dx.doi.org/10.53935/2641-533x.v1i2.84.
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This quantitative descriptive study aimed to identify the influence of school culture on spirituality in workplace. A total of 540 randomly selected teachers were selected from 36 secondary schools in Penang as respondent in the study. Data for this survey were collected through a questionnaire which was adapted from literature review (Al-Amin, 2012; Maslowski, 2001; Yaakob, 2007). The results of multiple regression analysis showed that school culture had positive and significant influence on spiritual at workplace. In term of the implications, this study showed that the leaders need to inculcate spirituality at work by creating a positive culture.
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J. Cole, Raymond, Amy Oliver, and Aiste Blaviesciunaite. "The changing nature of workplace culture." Facilities 32, no. 13/14 (September 30, 2014): 786–800. http://dx.doi.org/10.1108/f-02-2013-0018.
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Purpose – The purpose of this paper is to determine how the unprecedented developments in information and communications technologies now permit a variety of forms of remote working and the subsequent shifting of spatial and temporal boundaries between home, office and city. It examines the changing context within which knowledge-based work is conducted with the specific objective of understanding how the blurring of the distinction between the domains of “work” and “leisure” is influencing the notion of workplace culture. It offers a framework that organizes the key issues in a legible form. Design/methodology/approach – The paper draws on concepts, theories and ideas in workplace, information and communications technology and green building literature and restructures them to formulate an emerging set of key issues, trends and relationships. Findings – The paper identifies possible implications for both the changing nature of the workplace in current green building practice and understanding the notion of workplace within different national cultural contexts. It outlines implications for employees, employers and facilities managers. Research limitations/implications – The work represents an initial attempt to bridge across issues not immediately evident in several bodies of literature. While several other issues may also have bearing on the work, the findings with regards to the blurring of work and leisure have significant theoretical and practical implications. Practical implications – As the “workplace” now embraces a wide range of possibilities that extend beyond the domain of the “office” to the home and to a host of “hot-spots” in public venues available within the city, the broader framing has significant consequence for comfort provisioning and other services in the office buildings and facilities management. Originality/value – The paper’s originality derives from emphasizing the potential positive and negative consequences for employers, employees and facilities managers associated with the blurring of work and leisure.
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Sorakraikitikul, Monthon, and Sununta Siengthai. "Organizational learning culture and workplace spirituality." Learning Organization 21, no. 3 (April 8, 2014): 175–92. http://dx.doi.org/10.1108/tlo-08-2011-0046.
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Purpose – The purpose of this study is to investigate the role of organizational learning culture as an enabler of knowledge-sharing behaviours and workplace spirituality. A model is proposed to examine the mediating role of knowledge-sharing behaviours between organizational learning culture and workplace spirituality. Design/methodology/approach – Employees from various Thai industries participated in the study, and structural equation modelling was used to test hypothesized relationships. Findings – Results suggest a positive relationship between organizational learning culture and workplace spirituality, partially mediated by knowledge-sharing behaviours. Research limitations/implications – The study was limited to Thailand, and is a cross-sectional design. Further investigation into the causality of relationships and cultural disparities is needed. Practical implications – Friendly learning environments enable both knowledge sharing and change organization members’ views regarding learning and performance improvements for organizational sustainability. Originality/value – This paper bridges a gap between theory and practice concerning the outcomes of organizational learning and factors that lead to workplace spirituality.
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Eskola, Suvi, Mervi Roos, Brendan McCormack, Paul Slater, Nina Hahtela, and Tarja Suominen. "Workplace culture among operating room nurses." Journal of Nursing Management 24, no. 6 (April 26, 2016): 725–34. http://dx.doi.org/10.1111/jonm.12376.
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Hodges, Dawn Z. "Workplace culture is a hot topic." Dean and Provost 20, no. 2 (September 19, 2018): 1–3. http://dx.doi.org/10.1002/dap.30503.
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Totterdill, Peter, and Rosemary Exton. "Defining workplace innovation." Strategic Direction 30, no. 9 (August 5, 2014): 12–16. http://dx.doi.org/10.1108/sd-09-2014-0112.
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Purpose – This paper aims to introduce the ‘Fifth Element’ as ‘joint intelligence’ shared by all stakeholders in the workplace and at the wider economic and social level, and aimed at closing the evidence-practice gap. Design/methodology/approach – The mutually reinforcing impact of practices based on employee involvement and participation at all levels of an organisation can create a tangible effect in workplaces, which is hard to quantify but which is often described in terms of “culture” and “employee engagement”. Findings – The first four elements comprise Job Design and Work Organisation; Structures and Systems; Learning, Reflection and Innovation; and Workplace Partnership. When these combine successfully, the outcome can be remarkable producing a tangible and sustainable change in the day-to-day culture of an organization, which includes across the board improvements in communications, leadership and employee engagement, higher performance, enhanced customer care and a self-perpetuating regime of innovation. Originality/value – The metaphor of the Fifth Element is a useful way of capturing this essence, describing an alchemic transformation that can only take place when the other four elements combine.
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Greene, Catherine, Lottie Crumbleholme, and Jeremy Myerson. "Sustainable cultures." Facilities 32, no. 7/8 (April 28, 2014): 438–54. http://dx.doi.org/10.1108/f-03-2013-0020.
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Purpose – This paper aims to describe a design research project which looked at how to support facility managers engage employees in behaviour change to create more environmentally sustainable workplaces and work styles. Design/methodology/approach – The multi-disciplinary research team used ethnographic and user-centred design methodologies to get employees’ perspectives on environmental sustainability in the workplace. This involved in-depth interviews and workplace observations to understand employees’ views on sustainability in their organisation; workshops to explore attitudes towards sustainability; and design provocations to explore how employees might be motivated to act more sustainably. Findings – The research demonstrated the different understandings people have of what sustainability in the workplace should mean and whose responsibility they think it should be. The results were developed into a model of four different sustainability cultures, pragmatist, libertarian, housekeeper and campaigner, based upon people’s perception of the cost of sustainability to both company and employees. This model can be used to provide insight into the predominant sustainability culture of an organisation as well as the attitudes of individual employees. Originality/value – The research has been compiled into a toolkit, “The Sustainable Cultures Engagement Toolkit”, aimed at FM and workplace managers, which uses this model as the basis to provide information about how best to communicate with employees about environmental sustainability in the workplace and how to motivate behavioral change. This research demonstrates a user-centred design approach to address these challenges.
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Adu Bakare, Seun, and Nilofar Nouhi. "Employee Experiences with Workplace Discrimination Law." Interdisciplinary Studies in Society, Law, and Politics 3, no. 1 (2024): 24–30. http://dx.doi.org/10.61838/kman.isslp.3.1.5.
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Workplace discrimination remains a pervasive issue with significant impacts on employee well-being and organizational effectiveness. This study aims to explore the nuances of employee experiences with workplace discrimination law, focusing on how individuals perceive, react to, and are affected by discriminatory practices in their workplaces. A qualitative research design was employed, using semi-structured interviews to collect data from 30 participants who had experienced or observed workplace discrimination. The study targeted theoretical saturation to ensure comprehensive coverage of relevant experiences. Data were analyzed using NVivo software, which facilitated thematic analysis and helped identify key themes and categories within the interview transcripts. Three main themes emerged from the data: Perceptions of Discrimination, Experiences with Legal Processes, and Impact on Workplace Culture. Each theme included multiple categories, such as Legal Knowledge, Personal Impact, Reporting Procedures, Outcomes of Legal Action, Changes in Workplace Dynamics, and Long-term Effects. These categories encompassed various concepts like understanding of rights, emotional distress, confidentiality issues, settlement outcomes, changes in team cohesion, and shifts in organizational policies. The findings reveal the complexity of workplace discrimination and underscore the need for robust organizational policies and practices that can effectively prevent and address discrimination. The study highlights the importance of enhancing legal and procedural knowledge among employees, improving reporting and support systems, and fostering an inclusive culture to mitigate the adverse effects of discrimination on workplace dynamics and employee health.