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1
Ghamri, Nayef Salah. "Organisational behaviour in small business in Saudi Arabia." Thesis, Durham University, 1993. http://etheses.dur.ac.uk/989/.
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2
Waly, Nesren Saleh. "Organisational information security management : the impact of training and awareness : evaluating the socio-technical impact on organisational information security policy management." Thesis, University of Bradford, 2013. http://hdl.handle.net/10454/5666.
Повний текст джерелаАнотація:
Security breaches have attracted attention from corporations and scholars alike. The major organisations are determined to stop security breaches as they are detrimental to their success. Arguably the most common factor contributing to these breaches is employee behaviour, which suggests that changes in employee behaviour can have an impact on improving security. This research aims to study the critical factors (CFs) that impact on employee behaviours toward compliance with their organisation's information security policy. This investigation will focus on the various critical success factors based on their grouping into one of the following three major categories, namely: organisational factors, behavioural factors and training factors. Each of these categories affects a different aspect of information security and the objective is to not only understand the interaction of different factors but also to study further the aims in order to provide practical recommendations for improving organisational information security management. This study has utilised empirical research through the use of both qualitative and quantitative methodologies to inform each stage of the research. This study focused on the health, business and education sectors by empirically evaluating the obstacles and success factors that affect employee compliance to organisational security policies. In addition, this study also evaluated the affect of the socio-technical impact on organisational information security management. The final stage of the research focused on developing an effective training and awareness programme. This training programme was constructed by incorporating the techniques that were identified as enhancing employee perceptions, attitudes and motivations, in order to facilitate a better transference of skills and more sustainable and appropriate behaviours to improve organisational information security management in the workplace. The techniques utilised included: effective communication, knowledge reinforcement, pre- and post-assessment and motivational techniques.
3
Mischo, Thomas I. "Organisational trust behaviour in crisis management : development of a psychometric assessment." Thesis, Birmingham City University, 2012. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.631673.
Повний текст джерелаАнотація:
This study investigates organisational trust in a crisis management context, focusing specifically on managerial behaviours and attitudes. Crisis managers and leaders are typically challenged with problem-solving in times of increased uncertainty, information deficiency, scarce resources, and pressure from various stakeholders—and yet, the expectation is often that the organisation not only survives, but that it emerges even stronger from the very crisis. Whilst the technical skills, knowledge, and experience that crisis managers and crisis leaders possess are a good foundation for effective crisis management, their specific behaviours and attitudes are at least equally, if not more, important. People’s trust-related behaviours and attitudes are likely to be affected by the economic and organisational context in which they operate. Therefore, the psychometric assessment of such behaviours and attitudes can be an essential step towards a fuller understanding of the role that trust can play in the organisation, and may augment management’s individual and collective crisis management capabilities. The proposed new psychometric instrument is the result of item- and factor analytical procedures on a pool of 168 items, newly written on the basis of survey data from three cohorts of experienced managers and leaders, categorised and condensed in several inter-rater agreement studies, and empirically tested with a sample of 377 US managers. Distinct clusters of managerial behaviours and attitudes emerged in exploratory factor analysis, and in confirmatory factor analysis a three-factor model performed best among several competing structural models. Together with high internal consistency of the full scale and each factor individually, the results provide strong support for the validity and reliability of the new construct organisational trust behaviour in crisis management. Content and face validity were demonstrated through the rigour of the development process, especially the highly significant inter-rater agreement coefficients from the assessment by 19 independent judges. Discriminant and convergent validity were supported by the results of correlational analysis and multiple linear regression with established measures of organisational trust and managerial skills. The substantive meaning of the three factors (individually and collectively) is based on item content, and supported by the extant literature. Further confirmatory analysis is recommended to enhance confidence in the stability of the factor solution, and to assess measurement invariance across different populations. Researchers are encouraged to explore the construct further, widen its nomological network, and help compile data for the establishment of appropriate norms beyond the development sample.
4
Piacun, Dominic J. "Fostering organisational citizenship behaviour for the environment: Employee discretionary green behaviour in a school-based setting." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/115458/2/Dominic%20Piacun%20Thesis.pdf.
Повний текст джерелаАнотація:
This thesis represents a single case study that sheds light on the importance of developing shared understandings of employee green behaviour within a large school-based setting. The findings reveal that Organisational Citizenship Behaviour towards the Environment (OCBE) is the dominant form of green behaviour in the organisation and that eco-initiatives are the most performed OCBE. To increase employee performance of discretionary green behaviours, the study found that more feedback is required regarding the impact of employee green behaviours, a shared understanding of what green behaviour at work means should be clearly articulated as well as improving the buy-in from managers regarding their own green behaviour.
5
Chinnapha, Punnarat. "Human behaviour at work : investigating the impact of organisational citizenship behaviour and impression management behaviour on teamwork effectiveness in Thailand." Thesis, University of Surrey, 2003. http://epubs.surrey.ac.uk/865/.
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6
Haxhiraj, Suela. "'Lege artis' : exploring the strategizing craft of consultants through the examination of (analytic) strategy tools in use." Thesis, University of Oxford, 2013. http://ora.ox.ac.uk/objects/uuid:a0ed32fb-aeb1-4248-80a6-c1b3587f3912.
Повний текст джерелаАнотація:
Strategy tools are an important part of strategy work. However, there is considerable debate in the management literature about their actual role, deployment, and conceptualization. Scholars claim that there is a lack of fine-grained analyses to explain strategizers’ activities with regard to their interactions with strategy, their supporting knowledge base, and associated artefacts or tools, despite growing contributions towards the understanding of strategy work dynamics. This study aims to contribute to this gap by discussing research undertaken through ethnographic methods on the day to day work of in-house strategy consultants. By interacting with in-house consultants through active participation and observation, this study observes and analyses the enactment of strategy tools in action. The study focuses on the use of strategy tools, the process they are placed in, and the ultimate purposes they serve. A “strategy-as-practice” lens is adopted, theoretically accessing the use of strategy tools through “reflection in action” and sensemaking. By working with and for consultants, this dissertation obtains insights related to both frontstage and backstage aspects of strategy work, obtaining results that contribute to the skewed existing evaluations on the use of strategy tools. This study proposes a reflexive account on the roles of strategy tools in everyday work by laying out a variety of data items and rhetorical devices. Analysing data, obtained from observations, interviews, written material, and focus groups, takes the findings into first and second order analysis. Based on hundreds of pages of observations, 47 interviews, two focus groups, numerous data files, and other follow up talks, the continuous engagement with data is conveyed to the reader through data outputs, including narratives, vignettes, and visual representations, which give space to a vivid display of what was encountered in the field through this ethnographic study. The findings show that strategy tools are used more than we think, especially in the backstage work of strategy teams. In addition, the use of strategy tools tends to be sequential (some strategy tools are used more in specific phases of strategy projects). In addition, their presence in strategy projects is not always evident at first sight – tools tend to be disassembled and reassembled by their users to create new tools, which are thereafter addressed explicitly or implicitly by strategizers and their audiences. Hence, the thesis proposes an “invisible presence of strategy tools”, especially as observed in the work of experienced strategy workers. By embarking on a journey of Cheshire cats and continuous reconfigurations of sensemaking cues, the reader is invited into what makes the adventurous work of strategy practitioners, and the lege artis their work encompasses.
7
Hassard, John S. "Multiple paradigms and organisational research: an analysis of work behaviour in the fire service." Thesis, Aston University, 1985. http://publications.aston.ac.uk/12164/.
Повний текст джерелаАнотація:
The thesis examines Kuhn's (1962, 1970) concept of paradigm, assesses how it is employed for mapping intellectual terrain in the social sciences, and evaluates it's use in research based on multiple theory positions. In so doing it rejects both the theses of total paradigm 'incommensurability' (Kuhn, 1962), and also of liberal 'translation' (Popper, 1970), in favour of a middle ground through the 'language-game of everyday life' (Wittgenstein, 1953). The thesis ultimately argues for the possibility of being 'trained-into' new paradigms, given the premise that 'unorganised experience cannot order perception' (Phillips, 1977). In conducting multiple paradigm research the analysis uses the Burrell and Morgan (1979) model for examining the work organisation of a large provincial fire Service. This analysis accounts for firstly, a 'functionalist' assessment of work design, demonstrating inter alia the decrease in reported motivation with length of service; secondly, an 'interpretive' portrayal of the daily accomplishment of task routines, highlighting the discretionary and negotiated nature of the day's events; thirdly, a 'radical humanist' analysis of workplace ideology, demonstrating the hegemonic role of officer training practices; and finally, a 'radical structuralist' description of the labour process, focusing on the establishment of a 'normal working day'. Although the argument is made for the possibility of conducting multiple paradigm research, the conclusion stresses the many institutional pressures serving to offset development.
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Pleister, Hubertus. "Organisational behaviour of township, village and private enterprises in China : a transactions approach /." Thesis, Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19977050.
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9
Costello, Neil. "Economic institutions and routine practices : the case of high-technology small and medium-sized enterprises." Thesis, n.p, 1998. http://ethos.bl.uk/.
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10
Pio, Riaan Johan. "Management of political behaviour in organisations." Thesis, Port Elizabeth Technikon, 2000. http://hdl.handle.net/10948/33.
Повний текст джерелаАнотація:
In this research paper, the constructive management of political behaviour in organisations was investigated. A general overview of relevant aspects which specifically relate to the constructive management of political behaviour in the automotive industry was presented. The literature study included a discussion of the nature of political behaviour and guidelines for the management of political behaviour in organisations. The research methodology consisted of three phases: Phase 1: A literature study to determine guidelines to manage political behaviour in organisations constructively. Phase 2: An empirical study to determine the effectiveness of these guidelines in practice by means of a survey amongst role players in the automotive industry in South Africa. Phase 3: The findings from the literature study and empirical study were integrated into guidelines of how managers can manage political behaviour constructively. The study identified nine main strategies for managing political behaviour. They are: Open communication. Communication must be open to keep all parties informed and to prevent distrust. Reduction of uncertainty. This involves preventing employees being unsure of what the future holds. Awareness. The aim of awareness is for managers to be sensitive to and aware of situations that could elicit political behaviours. Furthermore, they must recognize political behaviour for what it is. Setting an example. Managers must set an exemplary example and not engage in political behaviour. An understanding of the reason/motivation for the formation of informal (political) groups or cliques. Having established the reason why political groups form will enable a manager to manage them more effectively. Confront political game players. Managers must address all forms of possible political behaviour in a serious manner. Understanding the organisation’s strategy, goals and action plans. All employees need to know exactly what direction the organization is moving in and what is in it for them. It is management’s task to ensure this open and clear communication, to prevent fears and political behaviour. Tie resource allocation and rewards to strategy. This can be achieved by ensuring that the criteria for the allocation of rewards is straight forward and understood by all. Reward systems must, furthermore, be directly linked to performance. There should also be transparency in decision-making. Isolate resource acquisition from internal operations. It is necessary to clearly specify the conditions and ground rules for the acquisition of resources to ensure that the process is transparent. The conclusion reached is that political behaviour in organizations can be managed constructively to build win-win relationships.
11
Theron, Anthonie Van Straaten. "The impact of human resource management practices on the psychological contract during a psychological recession." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1012611.
Повний текст джерелаАнотація:
The aim of this study was to investigate the impact of Human Resource Management (HRM) practices on the psychological contracts of employees who have been negatively impacted by the widespread psychological recession. The psychological contract that exists between employees and organisations is brittle due to the psychological recession, which is defined as an emotional state in which employees feel extremely vulnerable to economic hardship. This contributes to a negative and cynical view of the present and an even bleaker view of the future. Breach of the psychological contract has severe negative consequences for employees and organisations. These include reduced employee well-being, trust levels, various organisational citizenship behaviours, increased cynical attitudes toward the organisation, and stronger intention to quit. The target population for the present study consisted of all permanent support staff working at an organisation that has recently went through a large-scale retrenchment exercise (n=52). A self-administered questionnaire was distributed amongst employees. The findings suggest that when the harsh effects of the psychological recession increase, employees are more likely to engage in various destructive behaviours at work due to breach and violation of their psychological contracts. Furthermore, the results indicated that an increase in the number of progressive HRM practices correlated with a decrease in breach and violation of the psychological contract. It was further revealed that the widespread psychological recession may make the employment relationship brittle and prone to breach and violation. The findings suggest that through the effective development and application of many explicit HRM practices, employees’ psychological contracts may become less fragile to breach and violation during a psychological recession.
12
Kempener, Ruud T. M. "From organisational behaviour to industrial network evolutions stimulating sustainable development of bioenergy networks in emerging economies /." Connect to full text, 2008. http://ses.library.usyd.edu.au/handle/2123/3985.
Повний текст джерелаАнотація:
Thesis (Ph. D.)--University of Sydney, 2008.Includes graphs and tables. Title from title screen (viewed December 17, 2008). Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy to the School of Chemical and Biomolecular Engineering, Faculty of Engineering and Information Technologies. Includes bibliographical references. Also available in print form.
13
Gwashure, Isidore. "Organisational performance in the context of Zimbabwe : an analysis of the impact of contextual factors on form, behaviour and performance of organisations in Zimbabwe." Thesis, City University London, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.367324.
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14
Ericson, Martin, Magnus Gunnarsson, and Madeleine Gustafsson. "Think inside the box : Understanding the role of internal branding for controlling behaviour in divisionalised service organisations." Thesis, Linköping University, Department of Management and Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-10669.
Повний текст джерелаАнотація:
This paper examines how internal branding can be integrated into the management control system to overcome the challenges faced by divisionalised companies regarding goal congruence and suboptimisation. A theoretical synthesis pointing out the similarities between management control and internal branding has been used together with the obtained information from interviews to create a new model on how to integrate internal branding into the management control system. Four organisations were included in the empirical research, namley SAS, Länsförsäkringar, Handelsbanken and LiU, which all have divisionalised structures. All of the organisations are in some way using internal branding, implicitly or explicitly, to control behaviour.
Our results show that internal branding on its own is not sufficient to control the behaviour within the organisation. However, integrated in the management control system and combined with the general informal control, internal branding is a rather inexpensive and effective way of coordinating divisional behaviour. We argue that a deeper understanding for behavioural control is needed and that internal branding should be given more importance within the management control area.
15
Eloff, Paul. "Knowledge emerging from chaos : organisational sensemaking as knowledge creation." Thesis, Link to the online version, 2008. http://etd.sun.ac.za/jspui/handle/10019/1921.
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16
Kolaska, Thomas [Verfasser], and Florian [Akademischer Betreuer] Englmaier. "Non-standard behaviour in organisational economics and individual choice : econometric evidence from the field / Thomas Kolaska. Betreuer: Florian Englmaier." München : Universitätsbibliothek der Ludwig-Maximilians-Universität, 2013. http://d-nb.info/1045561509/34.
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17
Lee, Hyun-Jung. "Affective states at work and prosocial organisational behaviour : a case study of health care workers in the NHS." Thesis, London School of Economics and Political Science (University of London), 1999. http://etheses.lse.ac.uk/2638/.
Повний текст джерелаАнотація:
Affective states at work (or job affect), defined as positive and negative feelings induced by commonplace events or circumstances in the workplace, have recently attracted increasing attention in the field of organisational psychology and behaviour. The main focus of interest in job affect has been in terms of its hypothetical positive behavioural consequences on prosocial organisational behaviour. However, existing conceptualisations of job affect leave much to be desired. Job affect is a mood state, and is conceptually distinct from related concepts such as job satisfaction, affective disposition, and emotions. Based on a sample of over 200 nurses working in a London based NHS Trust, the thesis focused on three main aims: a) to gain a better understanding of the nature of affect at work; b) to test the hypothesised link between job affect and prosocial organisational behaviour; and finally c) to explore the potential antecedents of job affect. To achieve the first aim, the structure of affect was first theoretically and empirically explored. In terms of affect structure, a unipolar Four-Factor Model was proposed for the present study as an alternative to the standard bipolar Two-Factor Model of affect found in the literature. The results of confirmatory factor analyses provided support for the proposed Four-Factor Model. Also, the four unipolar affect measures seemed reasonably independent of one another, and demonstrated high reliability and validity. Building on the unipolar Four-Factor Model, the second aim of the thesis was explored by testing the relationship between prosocial organisational behaviour (PSOB) and job affect conceptualised in unipolar terms. Based on this unipolar conceptualisation, two hypotheses were tested, namely that prosocial organisational behaviour is positively related to both positive and negative job affect. Two forms of PSOB important to the nursing context were proposed as the consequences of job affect: altruistic forms of PSOB and continuous-improvement forms of PSOB. Overall, the results supported the two research hypotheses, and the significant relationships were sustained after controlling for job attitudes in the analyses. Having shown that employees' affective experiences in the workplace are important in terms of PSOBs, the third and final aim was to identify key antecedents which generate particular affective experiences, while also looking at the impact of these antecedents on PSOBs. A series of antecedents, including job-design factors, social factors, and individual dispositional factors were hypothesised as the potential determinants of job affect. The findings broadly supported the hypothesised links, while also showing some of the antecedents to have a direct impact on PSOB. Contributions and major research implications as well as future research directions are discussed at the end.
18
Chik, T. K. C. "Organisational buying behaviour in a planned economy- the purchase of foreign technology in the People's Republic of China." Thesis, University of Manchester, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.383497.
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19
Drysdale, Dean Bradley. "The Canadian Army Reserve in the age of total force : an organisational analysis using a behaviour science approach." Thesis, City University London, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337921.
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20
Zhang, Xiaoxing. "Organisational development : values and the sustainable workplace." Thesis, Loughborough University, 2009. https://dspace.lboro.ac.uk/2134/10757.
Повний текст джерелаАнотація:
Organisations exist. An organisation is not just a group of people, a workplace, a structure or system; it is a combination of these and many other aspects involved in its operation. In recent years, the nature and needs of organisations have changed dramatically, challenging them to rethinking how they organise themselves and accomplish their goals in a sustainable manner. This is an important, but not easy, task. The research presented in this thesis aims to contribute to organisational development theory and practice, in terms of how to articulate collective organisational values, and upon which to establish a sustainable workplace framework to govern and improve organisational performance. The research was undertaken in two phases. Phase 1 focused on researching organisational values, which is considered as a critical step towards the development of sustainable workplaces. A values and behaviours study was conducted in the UK offices of the sponsoring company. Schwartz's values survey instrument and values theory are, for the first time, applied extensively in an organisational context, as opposed to the comparative intercultural research conducted at the national/cultural level. The study used a structured, mixed methods approach which Involved virtually all employees, whose values profiles were collected and analysed through an organisation-wide survey. Follow-up workshops and post workshop activities with a company Values Group faCilitated the sharing of common values; they then helped staff representatives develop their own organisational values statements, independent of senior management, before a final stage of negotiation. Meanwhile, a set of core-values-related workplace behaviours and relevant mechanisms were identified and communicated across the whole organisation. The core organisational values are fundamental in governing the workplace behaviours, and the mechanisms represented desirable work practices. This values-based approach facilitated the identification of the grassroots demand for continuous improvement of workplace environmental, social and economic performances, hence formed a foundation for the development of sustainable workplaces. The findings from the first phase revealed the core values of the organisation, highlighted the importance of applying the principles of sustainable development to the workplace context, which prompted further research into the nature of a sustainable workplace (phase 2). Although there is an increasing interest in sustainable workplace development, as an emerging and fast developing area, the body of research is still fragmented and unbalanced. In order to establish a holistic and balanced approach to the development of sustainable workplaces, available guidance documents were systematically categorised, compared and synthesised within a clear framework, to facilitate easy understanding and practice. This revealed that, at present, emphasis tends to be placed on environmental impacts arising from workplace activities, and hence the promotion of environmental awareness among the workforce. Whilst this may be appropriate in itself, it is of concern that other key aspects of sustainable development (Le. social and economic aspects) have been overlooked to a significant extent. A sustainable workplace framework was therefore established which provides a balanced approach for governing all aspects of the workplace development. The data obtained from phase 1 not only highlighted the need for such a balanced approach, but also inform the identification and prioritisation of the indicators within the framework, which offer useful measures for organisational behaviours. Meanwhile, the framework can be used as a tool to facilitate the integration of values into workplace development. The research concludes that to develop an organisation in a sustainable manner, a set of collective organisational values must be articulated, which will serve as guiding principles of work place behaviours and practices, and therefore dictate workplace performance. The shaping of collective organisational values should be based on a clear understanding and communication of employees' personal values, and that Schwartz's circumplex model of human values and associated survey instrument are helpful neutral framing devices to initiate and structure such a debate. As all the elements of sustainability are rooted in values, the identification of the collective organisational values could be considered as a critical step towards the development of sustainable workplaces. Furthermore, the research highlighted that the sustainable workplace is a multidimensional concept which requires holistic thinking. The conceptual framework developed in this research joins together the key aspects/criteria of sustainable workplaces, with the aim to balance the workplace environmental, social and economic performances. By linking the organisational values and related key business issues to workplace sustainable development criteria, the development towards sustainable workplaces could consequently enhance organisational values, therefore improving organisational perfonnance as well as employees' quality of life at work.
21
Chalon, Christopher. "Conflict and citizenship behaviour in Australian performing arts organisations." University of Western Australia. Faculty of Economics and Commerce, 2009. http://theses.library.uwa.edu.au/adt-WU2009.0096.
Повний текст джерелаАнотація:
The managers of professional performing arts organisations are faced with a unique dilemma. They must support their artistic personnel, who are typically driven by the quest for new, challenging and experimental works, while achieving the economic success necessary for the continued viability of their organisations. Failing to effectively manage this artistic-economic dichotomy can result in a conflict between artists and managers that threatens the long-term survival of these organisations. There is a clear need, therefore, for arts managers to foster an organisational climate that minimises conflict, while promoting organisational citizenship behaviours (OCBs) such as sportsmanship (a willingness to tolerate less than ideal circumstances without complaining) and courtesy (a willingness to show sensitivity towards others and actively avoid creating problems for co-workers). The main aim of the present study was to examine the extent to which factors such as organisational structure, organisational culture and employees motivational orientation influence peoples perceptions of their job scope (as indicated by high levels of task variety, task identity, task significance, autonomy and feedback from the job), a construct which has been found to reduce organisational conflict and increase employees propensity to display OCBs. While these relationships have been suggested in previous research, they have not been tested in a performing arts industry context. The data analysed in the present study suggested an enjoyment motivational orientation, a challenge motivational orientation, an organic culture and formalisation positively influenced perceptions of job scope, which, in turn, positively influenced both OCBs (sportsmanship and courtesy). A challenge orientation also had a positive impact on sportsmanship, while sportsmanship positively and directly influenced courtesy. Centralisation was negatively related to perceived job scope and sportsmanship, although it had a positive impact on courtesy. Conflict was negatively influenced by formalisation and by an organic culture, but was positively influenced by a hierarchal culture.
22
Mawson, Elizabeth Margaret Hargreave. "An analysis of organisational buyer behaviour in the UK food service industry : case studies in the chain restaurant sector." Thesis, Imperial College London, 1996. http://hdl.handle.net/10044/1/8554.
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23
Dockery, E. "Management control in local government : organisation and economic behaviour." Thesis, University of Essex, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.280786.
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Boddy, Clive R. "Corporate psychopaths in Australian workplaces : their influence on organisational outcomes." Thesis, Curtin University, 2009. http://hdl.handle.net/20.500.11937/2594.
Повний текст джерелаАнотація:
This thesis describes the construct of psychopathy and the study of psychopaths. It identifies that psychopaths have been studied extensively in their criminal manifestations but that there is a large and recognised gap in the literature and a stated need for the study of successful psychopaths and Corporate Psychopaths. The thesis outlines the research instrument used to identify such people in a 2008 survey of management behaviour among 346 managers in Australia. The robust statistical validity and reliability of the instrument is described, and the high level of face validity of the resultant findings is noted. The research defined Corporate Psychopaths as psychopaths who work in corporations. Operationally, Corporate Psychopaths were defined as those managers who scored above 12 on a psychopathy measure of their behaviour. It investigated outcomes in terms of the influence of the presence of Corporate Psychopaths on organisational constraints, withdrawal from the workplace, workplace conflict and bullying, workload, levels of job satisfaction and perceived levels of corporate social responsibility.Nearly all of the dependent variables deployed in the current research show a significant relationship with Corporate Psychopaths in the expected direction. Findings highlight that while Corporate Psychopaths comprise only a small minority of employees and managers, they have a significant, negative influence on organisational outcomes. Corporate Psychopaths create disorder in the workplace on a scale previously unimagined and unidentified until now. They directly or indirectly account for large amounts of rudeness and bullying and significant amounts of other types of employee-related work difficulties. They also have a strongly negative influence on a whole host of workplace outcomes, including withdrawal from the workplace, workplace constraints and job satisfaction.The presence of Corporate Psychopaths in organisations thus costs organisations in lost employee time as they withdraw from the organisational environment and in sub-optimal employee performance as they cope with extra organisational constraints. The presence of Corporate Psychopaths in organisations presents unnecessarily difficult working conditions for employees as they cope with a hostile working environment and with myriad negative influences associated with poor levels of job satisfaction. This has practical implications for organisational and human resource management as discussed in the thesis.
25
Saunders, John. "An assessment of the relationship between organisational climate and organisational commitment within the IT department of a telecommunications company." Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003849.
Повний текст джерелаАнотація:
The main objective of this study was to assess the relationship between organisational climate and organisational commitment within the Information Technology department of a South African Telecommunications company. Firstly, the research considered the organisational climate from a qualitative perspective. Research interviews that were based on organisational climate literature were performed with 4 members of the relevant department. Qualitative data analysis revealed several themes. The themes highlighted include: perceived ineffective structure and decision-making; lack of mistake tolerance; risk aversion by employees; recognition and reward systems perceived to be inadequate; performance management is perceived to be ineffective and inadequate; Employee Share Options Program (ESOP) perceived to have a negative influence on employee behaviours; the nature of the social environment perceived to be unfriendly; low level of knowledge and skills sharing; inadequate human resource management practices; These findings highlight the importance of certain aspects within the environment that influence employee perceptions. Organisational climate literature suggests that organisational climate has various behavioral influences and its consideration is essential in the effective functioning of the organisation. Secondly, the research considered the relationship between organisational climate and organisational commitment within the relevant department. The Patterson et al. (2005) Organisational Climate Measure (OCM®) and Meyer and Allen (1991) Organisational Commitment Questionnaire (OCQ) were used to assess the relationship between organisational climate and organisational commitment, respectively. Significant correlations were found between integration, pressure to produce, innovation, supervisory support, reflexivity, clarity, involvement, autonomy, welfare and tradition, and both affective and normative commitment, Training was only significantly correlated to affective commitment. No significant correlations were found with continuance commitment.
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Langner, Benedikt Fabian. "The dynamics of innovation contests using firm-hosted communities." Thesis, University of Oxford, 2013. http://ora.ox.ac.uk/objects/uuid:db0a7420-5c78-43a9-9ab9-b4b9ffbfddec.
Повний текст джерелаАнотація:
Firms pursuing an open innovation strategy have increasingly turned to individuals as sources of new ideas. Two main approaches are often highlighted. First, firms can use online innovation contests, where individuals submit ideas in competition for a prize. Second, firms can use firm-hosted online communities, drawing from collaborative efforts of individuals with more intrinsic motivations to participate. A central challenge in both cases is that firms often struggle to sustain participation and effort of participants on an on-going basis. A third hybrid approach, where firms establish community-based innovation contests, has been largely ignored by research, but seems to help firms to engage participants on an on-going basis. This study focuses on community-based innovation contests to understand how firms engage communities to participate in contest over time. I conducted fieldwork at two firms that have successfully run them for many years, Chicago-based T-Shirt firm Threadless and Phoenix-based automotive firm Local Motors. Over ninety interviews with firm employees and community members, over six months of on-site observation at the two firms’ headquarters as well as internal documents and blog data have been collected and analysed. Based on this data the core of the thesis consists of three empirical chapters that examine how firms are able to engage the communities to participate in their contests on a regular basis. First, it shows that the addition of a community to contests increases contestants’ opportunities to learn. In experiential learning, contests provide experience whereas the community provides room for reflection and learning. These learning opportunities motivate contestants to come back and create contest entries on an on-going basis. Secondly, taking a social identity perspective, the research shows how the firms are able to engage the community members continuously by creating a joint firm-community identity. Lastly, it explains how these firms are able to influence community members’ perception of the tasks they are doing through the contest design. Firms are able to turn activities that have been traditionally regarded as work into a recreational activity.
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Alqurashi, Suzan M. "An investigation of antecedents and consequences of organisational commitment among government administrative employees in Saudi Arabia." Thesis, Brunel University, 2009. http://bura.brunel.ac.uk/handle/2438/4191.
Повний текст джерелаАнотація:
Organisational commitment, viewed as a measurable psychological state, is a core variable of interest in Organisational Behaviour research. It has been studied for more than four decades, largely focusing on the identification of its antecedents and consequences. One widely used conceptualisation is Meyer and Allen‘s (1991) three-component model of commitment, which considers commitment as having three forms: affective, continuance and normative (emotional attachment to an organisation, the perceived cost associated with leaving it and the perceived obligation to remain in it). This research contributes in three ways to improving our understanding of public-sector work behaviour, with particular reference to organisational commitment. Firstly, it examines the multi-dimensionality of organisational commitment. Secondly, it explores the relationships between Meyer and Allen‘s three components, modifying the concept of continuance commitment to include two sub-components, high personal sacrifice and low perceived alternatives, thus proposing a four-factor model, Antecedents and Consequences of Organisational Commitment Components (ACOCC). Thirdly, it considers antecedent variables, including Hofstede‘s (1980) four cultural dimensions (individualism/collectivism, uncertainty avoidance, power distance and masculinity/femininity), as well as selected consequences: in role behaviour, organisational citizen behaviour and employee intention to leave. These selected variables are deemed to be suitable for Saudi Arabian culture and have never been tested before in that context. The study investigates how the commitment components are associated with and mediate relationships with the set of possible work behaviours. Using a sample of 700 employees from different organisation levels (drawn from 16 Saudi ministries in two cities, Riyadh and Jeddah) the hypotheses were tested through structural equation modelling, which confirmed the fit of the proposed recursive ACOCC model. The regression paths were significant between the antecedents (opportunities for learning, impersonal bureaucratic arrangements and Hofstede‘s four cultural dimensions) and affective and normative commitment, as well as for continuance commitment for reasons of high personal sacrifice. Intention to leave and organisational citizen behaviour were fully mediated by the commitment components. Thus the findings reveal the level and form of organisational commitment among public-sector employees and of relationships between the antecedents and consequences of that commitment in a non-Western culture, specifically Saudi Arabia. In particular, they highlight the significant mediation role of organisational commitment. The findings also permit exploration of a number of issues pertaining to cultural dimensions impacting on organisational commitment. Noteworthy here, for example, is the high degree of uncertainty avoidance found among Saudi public-sector top-level managers. These different results have important implications for the nature and management of commitment among government employees in Saudi Arabia and the Gulf Cooperation Council countries as a whole.
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McLeod, Ashley. "The contribution of leadership behaviour in creating a safety conscious organisational culture : a case study of Anglo American mining operations." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/973.
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Thesis (MBA (Business Management))--Stellenbosch University, 2008.ENGLISH ABSTRACT: In the 20th century, many employees in the South African mining industry were involved in occupational accidents which either resulted in personal injury or had fatal consequences. Despite the introduction of numerous industrial safety programmes to prevent fatal incidents and minor injuries, the South African mining industry death toll remains consistently high, at approximately 200 employees per annum. The trend of employee injury and death continues unabated into the new millennium. This safety performance has been met with growing dissatisfaction in the ranks of government, worker unions, employees and business stakeholders. This dissatisfaction is directed at chief executives who are being blamed for the occupational accidents on their mines. There is now growing focus on the leadership of mining companies and how it contributes to shaping an organisational culture for improved safety performance. The researcher examines whether leadership is a key component in creating a safety conscious organisational culture, and uses literature studies and the Anglo American mining company as a practical case study to support the investigation. Anglo American, listed on the Johannesburg and London stock exchanges is the largest mining company in South Africa and also one in which many fatal injuries have occurred; providing an abundance of safety information. The researcher reviews previous literature studies and explains the journey Anglo American undertook to improve its safety performance since listing on the London Stock Exchange in 1999. The concepts of organisational culture, safety culture, leadership and organisational performance, are discussed from a theoretical and practical perspective using literature studies. These are then examined with the ultimate view of understanding their practical impact on organisational safety as espoused in the literature. The literature provides a broad framework on which to assess Anglo American's safety journey from 1999 to the end of 2007. This journey details the safety programmes and efforts employed by Anglo American to eliminate fatalities and injuries and also highlights the impact of the organisation's leadership on the safety performance of the company. It is concluded that the contribution of leadership is pivotal to establishing a safety-conscious organisational culture and that specific behaviours from executives, senior managers, middle managers, supervisors and workers are needed to develop an organisations safety culture for improved safety performance.
AFRIKAANSE OPSOMMING: Gedurende die 20ste eeu was baie werkers in die Suid-Afrikaanse mynbedryf betrokke in beroepsverwante ongelukke wat tot persoonlike beserings of lewensverlies gelei het. Ten spyte van die instelling van veelvuldige beroeps-veiligheidsprogramme om noodlottige insidente en ander minder ernstige beserings te voorkom, bly die dodetal in die Suid-Afrikaanse mynbedryf konstant hoog, teen ongeveer 200 werkers per jaar. Hierdie tendens van dood en beserings onder werkers gaan ongetem voort tot in die nuwe millennium. Hierdie veiligheidsrekord word met toenemende ontevredenheid deur die regering, werkers-vakbonde, werkers en bedryfsinsethouers beskou. Hierdie ontevredenheid word gemik op uitvoerende bestuur, wie blameer word vir beroepsverwante ongelukke in hul myne. Daar word dus toenemend gefokus op die leierskap van mynmaatskappye en hoe dit bydra tot die skepping van 'n organisasiekultuur van verbeterde veiligheidsuitslae. Die navorser ondersoek die vraag of leierskap 'n kern komponent is in die daarstelling van 'n veiligheids-bewuste organisasiekultuur, en maak gebruik van literatuurstudies sowel as Anglo American mynmaatskappy as 'n praktiese gevallestudie om sy ondersoek te ondersteun. Anglo American is die grootste mynmaatskappy in Suid-Afrika en ook die een waar baie noodlottige ongelukke voorgekom het, en dus 'n groot bron van veiligheidsinligting kan voorsien. Die navorser hersien teoretiese literatuurstudies en verduidelik dan die optrede van Anglo American om sy veiligheidsrekords te verbeter sedert sy noteering op die Londonse Effektebeurs in 1999. Die konsep van organisasiekultuur, veiligheidskultuur, leierskap en organisasieprestasie, word bespreek vanuit 'n teoretiese en praktiese perspektief met behulp van literatuurstudies en hierdie word bestudeer met die uiteindelike doel om die praktiese impak daarvan in industrie te verstaan soos uiteengesit in die literatuur. Die literatuur voorsien 'n breë raamwerk waarteen Anglo American se veiligheidstog gemeet kan word vanaf 1999 tot einde 2007. Hierdie tog verskaf detail van hoe Anglo American veiligheidsprogramme gebruik het om noodlottigge ongelukke en beserings uit te skakel en beklemtoon ook die impak van die organisasie se leierskap op die veiligheidsrekord van die maatskappy. Die gevolgtrekking word gemaak dat die bydrae van leierskap kern is tot die daarstelling van 'n veiligheidsbewuste kultuur en dat spesifieke optredes van hoofbestuurders, seniorbestuurders, middelvlakbestuurders, opsieners en werkers nodig is om 'n veiligheidskultuur te bewerkstellig om veiligheid in maatskappye te verbeter.
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Knight-Turvey, Neal E. "Linking high commitment practices with organisationally relevant outcomes : investigations at the individual group and organisational levels of analysis /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe18650.pdf.
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Spencer, Carolyn R., and n/a. "Cognitive Schemata and Project Manager Regulation of Unplanned Change: Categorical Analysis of Structured Interview Reports." Griffith University. School of Applied Psychology, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20040721.092038.
Повний текст джерелаАнотація:
A significant risk area for project sponsors is managing unplanned change. Theorists of organisational behaviour have attempted to understand the circumstances of how activity change occurs on projects and have identified the significant impact that time has on activity. This current research takes the study of cognition into the real world setting of project management at a level of analysis that is viable across diverse projects and industries to study project manager regulation of unplanned change. The project managers' cognitive representation of meaningful aspects of a project (their 'cognitive schemata'), which guides activity change during the project, was investigated and the effect of feedback evaluated in order to address the central research question of what triggers change on group projects. In the present research, leading edge projects from six major Australian industries (telecommunications, banking and insurance, information technology, railway signalling, inorganic chemistry and construction) were monitored at three key points through their lifecycle to understand how feedback impacts on project activity through the project managers cognition leading to change. Six key categories of feedback were identified, which potentially represented the foci of project-related schemata, within a project management mental model. These were validated as important indicators for project management performance by a panel of Australia's leading experts in project management. Sixteen project managers participated in the field study, with their verbal reports being collected through structured interviews (incorporating a 'laddered' interview technique), which were developed and piloted across diverse projects for this purpose. Interview data were coded for analysis in terms of sensitivity to each of the six feedback foci and one control category, for five types of feedback and five types of change. Reliability of the content coding was checked through independent coding and found to be high. The research investigation was conducted within a schematic information processing conceptual framework developed for application within the domain of project management. Strong evidence was found that linked key schemata to the hypothesized effects of feedback. Overall, the effects were found to be general across all industries, individuals and projects. A contrasting effect was observed for one type of feedback where schemata were poorly developed in inexpert project managers, which raised the issue of measurable differences in behaviour arising from project management competency. The findings of strong relationships between the variables led to the proposed model of project manager cognition, which reveals an underlying structure in the schemata between key areas of sensitivity to feedback and unplanned change. The model is proposed as underpinning observed behaviour in this and prior research and suggests a relationship between competency and change regulation.
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Dalitz, Tracey Leanne. "An investigation of the ethnography of knowledge through an organisational ethnography of ActewAGL /." View thesis entry in Australian Digital Theses Program, 2005. http://thesis.anu.edu.au/public/adt-ANU20061214.132313/index.html.
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Wilson, Mark M. J. "Supply chains behaving badly : a dynamic model of inter-organisational supply chain exchange behaviour under rational, relational and chaotic paradigms." Phd thesis, Lincoln University. Commerce Division, 2006. http://theses.lincoln.ac.nz/public/adt-NZLIU20080229.095848/.
Повний текст джерелаАнотація:
Supply chain exchange relationships are complex and sometimes chaotic sociological and organisational phenomena. This complexity is compounded by the boundary spanning necessity of forming supply chain partnerships that are further exacerbated by goal divergence and asymmetric information. One of the main questions for consideration is how these dyadic exchange relationships are maintained and develop over time in response to the various channel behaviours of the actors (the buyer and seller)? In particular, exchange relationships are theorised to be sensitive in some degree to attempts at economic appropriation, and conversely coordinative efforts. Such efforts manifest themselves into the mutually opposing forces broadly labelled as opportunistic and collaborative behavioural paradigms. Drawing from the concepts of Systems and Chaos/Complexity theories, it is theorised that the movement from one form of relational arrangement to another is enacted in a non-linear and dynamic manner with periods of relational equilibrium disrupted by bifurcations resulting in the emergence of new levels of relationship. However, not all exchange relationships are susceptible to constant change, rather, there should be some threshold barrier or relationship inertia that must be overcome before a bifurcation occurs. Yet what is not known is how strong these bonds are to the enactment of opportunistic and collaborative partner behaviours. Hence, 189 manufacturing supply chain relationships were survey-interviewed in order to determine the impact that collaborative and opportunistic behaviours have on supply chain relational movement. The results show that generally exchange relationships do in fact change in response to these enacted behaviours, and that actual levels of supply chain behaviour over a range of 12 variables could be measured. Indeed, the level of opportunistic behaviour experienced by the sample was disturbing. In addition, the level of tolerance (zone of tolerance) for specific behaviours was measured for the first time in the field. Overall, it was found that supply chain exchange relationships do indeed evolve in a non-linear dynamic manner in response to opportunistic and collaborative manoeuvres by the dyadic actors. Finally, these ideas were summarised in the Dynamic Relational Development (DRD) concept that explains how supply chain relationships dynamically change. In addition, the dualistic nature of the collaborative versus opportunistic behaviour choice for exchange actors is tentatively reconciled by the deontological approach of the Supply Chain Citizen theory offered in this research.
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Shologu, Anita. "Employee perceptions of organisational culture constructs in selected non-governmental organisations (NGOs) in Cape Town, Western Cape Province." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/2876.
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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019.Non-governmental organisations (NGOs) are perceived to be poorly performing partly due to their culture; the constructs of NGOs’ culture usually affect employees’ commitment and performance negatively, leading employees to leave the organisation. This discourages and demoralises employees’ mind sets to perform as expected which affects NGOs’ productivity, goals and competitiveness in a negative way. The study investigated employee perceptions in organisational culture constructs to selected NGOs in Cape Town in order to generate valuable information in understanding the role of organisational culture in the achievement of organisational objectives in NGOs. Mixed methods approach was used in this study as it allowed collecting of qualitative and quantitative data simultaneously and assessing different facets of complex outcomes in a richer way than one method alone. The study found that culture is set to boost employees’ and organisations’ performance, and that managers and owners in NGOs have knowledge of this. The study revealed that some criteria such as openness and the creativity view of the organisational culture are only considered positive to managers and owners of NGOs. This study found that managers and owners in NGOs believe the implemented organisational culture is very effective, positively affects and boosts employees’ performance. The employees, however, had a different perception; they feel excluded from the development of the organisational culture which in turn affects their commitment and performance in a negative manner. This study found that employees’ commitment towards organisational culture derives from the way it is designed and how it suits employees’ expectations. Aspects such as remuneration, a safe work environment and sustainability, were found to be important for employees’ performance and commitment. Therefore, it is evident that directing or developing NGOs’ organisational culture that focus on employees’ expectation such as remuneration and sustainable employees’ innovation and practice will receive more support from employees. Furthermore, the criteria are keen to improve the way employees perform and commit to the organisation. It was recommended that NGOs involve employees in the design or development of its organisational culture in order to have more information on employees regarding what to expect from them. Another major implication is that the issue of employee benefit or remuneration have to be addressed in order to maintain employees’ performance.
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Fujimoto, Yuka 1976. "Personal, group and organisational diversity attitudes, values and norms make a difference to culturally diverse workgroups." Monash University, Dept. of Management, 2002. http://arrow.monash.edu.au/hdl/1959.1/8011.
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Muzanenhamo, George Nyika. "The relationship between change implementation, organisational citizenship behaviour and job satisfaction in the business process outsourcing industry in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2444.
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Thesis (MTech (Human Resources Management))--Cape Peninsula University of Technology, 2016.Change management is inevitable in the Business Process Outsourcing (BPO) industry in South Africa, where organisations have to be constantly vigilant when tackling the interwoven relationship between change implementation, organisational citizenship behaviour (OCB) and job satisfaction. The objective of this Master’s thesis study was to examine the nature of change implementation in the BPO industry, to determine the effects of change implementation on OCB and job satisfaction and to examine the relationship between change implementation, OCB and job satisfaction.
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Garden, Mary-Ann. "Review of the literature on perceived organisational support and knowledge sharing /." St. Lucia, Qld, 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17171.pdf.
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Ruddle, Keith. "Understanding journeys of transformation : exploring new paradigms in strategic change and enterprise transformation." Thesis, University of Oxford, 1999. http://ora.ox.ac.uk/objects/uuid:ffb6a092-8476-4a07-899b-be41d4037caa.
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This thesis seeks to study the phenomenon of transformational journeys in major organisations, defined as a process of radical change delivering dramatic and sustained improvement in market competitive performance within an aggressive timescale. This is characterised by strategic repositioning, alongside shifts in both strategic and organisational architecture, and is observable as periodic in the life of an organisation. A research framework for observation and explanation is taken from theories and research in strategic change, strategic intent and competitive advantage, strategic and organisational architecture, management process in transformation and typologies of transformational journeys. The primary research question, “how do top managers in different organisations lead and manage transformational change?” was addressed with an overall qualitative dual approach: firstly a pilot cross-company study with executives from 23 organisations to develop a high level typology and compare and contrast aspects of process; secondly longitudinally to examine in detail the complex interrelationships and aspects of emergent process. The prime empirical work was a main case study of Thames Water Utilities on a 7 year journey. Limited or secondary data was used from around 7 other longitudinal cases. The thesis conclusions make a number of specific propositions: around effective use of the descriptive framework and metaphor of a journey; on dependencies between aspects of context, content and process of change in transformation; on typologies of different journey management styles; on perceived conditions for success; and on practical applicability. Specifically, the adoption of “navigational leadership” capability, defined by a number of dimensions and characteristics, is explored as a new and emergent style appropriate in future business circumstances of increasing change and uncertainty. The research also concludes that such styles can be learnt and adopted by top teams.
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Bowa, Mabvuto. "Exploring differences between organisational cultures in a company undergoing change." Thesis, Rhodes University, 2003. http://hdl.handle.net/10962/d1006287.
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Change is a common phenomena in business organisations today. The turbulent environment is exerting a significant influence on organisations to make continuous changes in their internal environment in an attempt to improve performance and achieve competitiveness in the marketplace. The human factors which confront organisations undergoing change have not been thoroughly investigated in Sub-Saharan Africa. The present study aimed at investigating human issues affecting the performance ofan organisation located in an Afiican country. Data was collected using semi-structured interviews and focus groups. Twenty interviews were conducted with employees randomly selected from all the levels of the company, namely attendant, operator, supervisory, middle and top management. Five focus groups were carried out with employees from different employee categories. Both sets of data were analysed using grounded theory. The findings showed that there were several problems in the company including insecurity, lack of opportunities for employee development, autocratic management style, lack of participation in decision making, substandard performance, ineffective human resources systems and lack of adaptation to technology. It was suggested that the problems resulted from the clash between organisational cultures in the company. At one level, there was a clash between the local workers' socialist organisational culture and the expatriates' capitalistic organisational culture. At a more deeper level, the clash appeared to be between the local employees' collectivistic sociocultural values and the expatriates' individualistic value system. These findings have significant implications for managing change in organisations with diverse cultures.
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Stewart, Allison D. "Knowledge games : the achievement of ignorance in managing Olympic and Commonwealth mega-events." Thesis, University of Oxford, 2013. http://ora.ox.ac.uk/objects/uuid:68a5c3d0-a47e-4cd3-b869-d24d33df11b0.
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The concept of ignorance has been unfairly stigmatised in research and practice, and consequently has not received the attention it deserves as a powerful motivator of behaviour in organisations. To understand the role of ignorance, it must be examined as a productive force rather than a shameful weakness, an achievement instead of a failure. This thesis develops an understanding of how ignorance is achieved and why it is perpetuated in the context of managing the Olympic and Commonwealth Games, a series of worldwide mega-events that are popular with proponents of urban development, but which have experienced persistent organisational problems in the form of cost overruns, schedule delays, and scope creep. To do so, this research draws on literature about ignorance from the disciplines of philosophy, anthropology, sociology, and organisational theory, to motivate an embedded case study of Games Organising Committees (OCs) in six host cities around the world. These OCs, which were actively planning the Games during the research, are studied through qualitative research, to develop a dynamic understanding of the role of ignorance in planning the Games. The findings and analysis are presented from two perspectives: the structure of the ‘Games system’ and of the OC; and, the substance of Games planning in the areas of cost, time and scope. While other studies have focused on ignorance as necessary, strategic, and inadvertent, the original contribution to knowledge of this thesis is the proposal of a theoretical framework that focuses on the functional and detrimental outcomes of ignorance. This framework is also shown to be useful in understanding why ignorance persists between organisations, and suggests three basic principles for further research: ignorance as a productive force in management; structure as a scaffold for ignorance; and budget, time and scope as catalysts for ignorance.
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Paterson, Steven James. "The organisational commitment of financial planners in South Africa." Thesis, Nelson Mandela University, 2017. http://hdl.handle.net/10948/13812.
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With the increasing demand for financial planners, financial planning organisations need to understand the factors influencing organisational commitment in order to achieve a committed and loyal workforce. The purpose of this study was therefore two-fold. Firstly, the study intended to contribute to the more effective functioning of financial planning organisations through the successful retention of valuable human resources, and secondly, to expand the current body of knowledge on financial planning organisations in South Africa and abroad. Considering the purpose of this study, its primary objective was to investigate the influence of selected organisational-related factors on the Affective, Normative and Continuance commitment of financial planners currently employed in the financial planning industry in South Africa. Based on an extensive review of business management, industrial psychology, as well as human resource management literature and research (focusing on the vast amount of secondary sources available on organisational commitment), a hypothesised model illustrating the relationships between selected organisational-related factors and the three dimensions of organisational commitment was proposed. Twelve independent variables were hypothesised to influence the three dependent variables, namely the Affective, Normative and Continuance commitment of financial planners. The twelve independent variables included: Compensation, Distributive justice, Job autonomy, Job security, Organisational communication, Organisational support, Physical working conditions, Promotional opportunities, Psychological contract fulfilment, Training and development, Transformational leadership and Trust. In addition, nine demographic variables (Gender, Race, Age, Organisational tenure, Qualification, CFP status, Tied agent status, Salary structure and Organisational type) were identified. All of the dependent and independent variables in this study were clearly defined and operationalised using items from previously validated measuring instruments, in addition to several self-generated items based on secondary sources. Questionnaires were made available to potential respondents through the use of convenience snowball sampling. A total of 231 useable questionnaires were returned which were then analysed statistically. As a result of an exploratory factor analysis (EFA), the original operationalisations, hypothesised model, as well as the hypotheses were revised. Additionally, a new, combined factor emerged, namely Job security and promotional opportunities. The proposed model of factors was subsequently empirically tested by means of structural equation modelling (SEM). In order to carry out the statistical analysis, three submodels were created. The hypothesised model was revised and the redefined hypothesised relationships were given in path diagrams for each of the three submodels. The influence of the various demographic variables on Affective, Normative and Continuance commitment were assessed by means of an Analysis of Variance (ANOVA) and t-tests. A number of organisational-related factors were identified as influencing the dependent variables of this study, namely: Compensation, Organisational support, Distributive justice, Job security and promotional opportunities, as well as Training and development. In particular, Compensation and Organisational support were found to influence Affective commitment, while Distributive justice, Job security and promotional opportunities as well as Training and development were found to influence Normative commitment. Additionally, Organisational support and Job security and promotional opportunities were found to influence Continuance commitment. By investigating selected organisational-related factors influencing the three dimensions of organisational commitment, the study was able to provide practical recommendations to organisations in order to increase the Affective, Normative and Continuance commitment of their financial planners.
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Nowé, Hedvall Karen. "Tensions and Contradictions in Information Management." Doctoral thesis, Högskolan i Borås, Institutionen Biblioteks- och informationsvetenskap / Bibliotekshögskolan, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-3451.
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The thesis aims to contribute to the research on the management and use of information in organisations by providing a holistic understanding of the various information practices and needs as well as attitudes towards information at different levels in the broader socio-historical context of a specific organisation. To this end, findings and approaches from research traditions in library and information science, management studies and organisational theory are combined in an activity-theoretical approach with some neo-institutional aspects. An empirical study using this theoretical framework investigates information activities in a Swedish youth organisation with the aim of contributing to peace and democracy. This study aims to answer research questions concerning how the individual and collective information practices of its Board members and the development of organisational strategies and routines for information activities are related to each other and to the socio-historical context of such organisations. The empirical data was gathered, firstly, through a qualitative case study of one youth/peace organisation, in which 14 members from two Boards were interviewed, 6 meetings were observed and e-mail communication and organisational documents were studied. The results were used in two questionnaires to Board members in a total sample of 9 similar youth/peace organisations to explore the assumption that a common socio-historical context would result in similar activities and constraints. Environmental scanning, seeking information, storing and retrieving information, creating information products, disseminating information to the environment and sharing information within the organisation are identified as distinct information activity systems in the case organisation that could be combined in a broader information management activity system. The outcome of Board members' individual, collective and organisational actions within these activities is mediated by a combination of how they perceive the objects, the available tools and resources, the chosen or emerging division of labour, organisational and collective aims and individual goals, and the explicit rules and implicit values that could be applied to the action in an organisational context. Most strategies are emergent in nature and start in a bottom-up process. A basic contradiction stemming from the socio-historical context of youth/peace organisations underlies the tensions in information activities. Board members have to make sense of contrasting identities in which empowerment is contrasted with professionalism as a basis for the organisations' legitimacy. The theoretical contribution of this study is the creation of two activity theoretical models for the analysis of information activities in organisations. The models provide a way to discuss the links between individual and collective information behaviour and organisational information management in a holistic perspective. They raise questions about the nature of these relationships and encompass the contextual aspects of information practices thus leading to a greater understanding of the ways in which information management develops in specific organisational contexts.
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Alhaddad, Masalek. "Career self-management in ascription culture." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/8746.
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The main aim of this thesis is to investigate whether theories of career self-management, developed in the USA and Western countries, apply in cultures which are different, such as ascription cultures, giving an example of the Kingdom of Bahrain. Career self-management, here, is conceptualized based on independence and having control in organising career management through setting a strategy and collecting information about career opportunities to achieve personal goals. Although there is increasing emphasis on the ‘new’ career, very few studies offer systematic information about whether careers are perceived in the new or traditional form and which is more appropriate for people in developing countries (for example, the Kingdom of Bahrain). On the other hand, scholars argue that although there is a need for career self-management the notion, yet, lacks critical evaluation where the promoting or limiting factors to its enactment lack research, particularly in developing countries (for example, the Kingdom of Bahrain). The country chosen for study is the Kingdom of Bahrain because its culture is characterised as 'ascription' and no career self-management research has been conducted in this context. The study adopts a qualitative approach to uncover the research questions. The semi-structured interviews are designed to collect and analyse data for two organisations (i.e. EWA and GARMCO) where each organisation’s findings are compared with the other. To cover a fair population and sampling in a country small in size and population, two organisations in two sectors have been selected that are the main sectors in the Kingdom of Bahrain which consist of large workforce populations. Each organisation encompasses 19 managers from different departments and one Human Resources manager (total of 20 managers in each case). The forty managers from the two sectors are randomly selected, taking into consideration the managers’ occupations and functions.
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Thorne, M. L. "Engendering culture : The dynamics of organisation culture, gender and managerial behaviour." Thesis, University of Bath, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.383608.
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Maher, Patrick S. "Identifying and enabling core management competencies and compliance factors in high reliability organisations : a study in organisational risk management psychology and training: A small n modified grounded theory qualitative analysis." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2004. https://ro.ecu.edu.au/theses/819.
Повний текст джерелаАнотація:
High reliability entities governed by statutory regulations are required to comply with safety guidelines and specifications. When fatalities or serious injuries occur in otherwise preventable accidents these entities are routinely exonerated from any responsibility by claiming to have ‘systemic management problems’ and their managing coalitions have been able to hide behind the ‘corporate veil’. This thesis maintains that the core managerial competencies needed to prevent preventable accidents, can be acquired through training, particularly if their mastery is mandated by a strong regulatory and compliance regime. The cases chosen for analysis revealed ten core managerial and organisational competencies and compliance as issues of concern, in a small n study Commission of Inquiry and Coronial reports. Other than ‘acts of God’, most accidents resulting in fatalities and serious injury, occur in organisations where prior knowledge of a potential accident existed and this knowledge was not utilised. Most accidents in high reliability organisations might have been prevented if the cascade of events leading to the accidents could have been interrupted. The competencies, revealed by the research as necessary to intervene in the unfolding of preventable accidents, are generally not taught in orthodox management studies programs in higher education institutions. However, when these competencies are inadequate they not only result in accidents but also cause orthodox management problems such as production delays and losses, costly litigation, increasing indemnity insurance and erosion of an organisation’s credibility in the marketplace.
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Gill, Michael John. "Identity driven institutional work : examining the emergence and effect of a pro bono organization within the English legal profession." Thesis, University of Oxford, 2014. http://ora.ox.ac.uk/objects/uuid:44facd4f-c5a0-4735-90cd-bc9d86f4d0f1.
Повний текст джерелаАнотація:
Although a growing number of scholars suggest that the construction of identity is an important form of institutional work, the complex interactions between identities and institutions remain under-explored. In particular, few studies consider how the affective aspects of identities may inform institutional work. This thesis examines the experiences of lawyers who volunteered to create and support a legal charity. As these volunteers grew to more than twenty thousand over fifteen years, the charity gradually centralized charitable work across law firms for the first time. In this way, it transformed the institution of pro bono work within the English legal profession. Drawing on this case study, this thesis employs a grounded theory methodology to generate a conceptual framework that connects emotion work, identity work and institutional work. This framework suggests that some professionals work to re-assert and ‘remember’ aspects of their traditional identities that compete with some contemporary demands. This can prompt identity contradictions that inspire reflection on professional practices. This identity work may also encourage professionals to evoke emotions of guilt that can imbue contradictions with enough significance to create a purpose for remedial institutional work. When enabled by meso-level processes, such micro-level work can reinvigorate traditional practices and accomplish institutional change.
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Brett, Per Olaf. "The management systems approach : content characteristics of an emerging model for managing organisations toward performance excellence." Thesis, Henley Business School, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.326889.
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Dionne, Steven Scott. "The impact of prior experience on acquisition behaviour and performance : an integrated examination of corporate acquisitions in the USA and UK." Thesis, University of Oxford, 2008. http://ora.ox.ac.uk/objects/uuid:47ac8c95-fc76-4caf-9e24-76944c8042ae.
Повний текст джерелаАнотація:
The objective of the thesis is to advance the concept of learning by explicating the mechanisms contributing to knowledge accumulation and its transfer to new situations. On the basis of 44 case studies, the framework is refined to accurately capture the unique features and outcomes of experiential knowledge in acquisitions. Feedback from the performance of prior acquisitions was found to enrich representations of action-outcome linkages and modify procedures in search and valuation. Inferential transfer though depended on similar kinds of features emerging in subsequent decisions. Outcomes therefore reflected the integration of feedback processes and similarity judgments. From the case studies, a set of hypotheses was developed and their plausibility tested, using another data set on the acquisitions of 687 managers. The research finds that the performance of prior decisions and the similarity to prior experiences materially impact behaviour. Poor performance in prior, similar acquisitions led to a reduction in subsequent risk behaviour, illustrated by the extent of risk management and by the lessening of commitment to specific transactions. The impact of performance feedback was also extant in the similarity of choice to prior experiences. The results illustrate that although feedback shapes perceptions of likelihood and expected value, similarity judgments moderate the impact of prior performance on behaviour. Given the impact on acquisition behaviour, the research also illustrates that prior experiences do not necessarily increase performance. Adaptation from prior failures was not unambiguously linked to positive returns, suggesting limitations from feedback mechanisms. Rather, the extent and similarity of acquisition experience led to a reduction in the variability of performance. By providing a framework for selecting planning procedures, greater experience tended to reduce surprises post-acquisition.
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Stiglingh, Etienne Jacques. "The utilisation of an organisational value profile and evolution to excellence framework as elements in creating a high performance organisation in the new economy : an investigation into Absa Life." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8584.
Повний текст джерелаАнотація:
Thesis (MBA)--University of Stellenbosch, 2010.The world is constantly changing, creating a new environment and challenging businesses, societies and countries with unpredictable and volatile economic currents on a global scale. The new economy is the big second wave of change that will stay with us for the next century. People and organisations that want to participate in the new economy have to adapt to the new rules of the game or become extinct. Speed, agility, reliability, knowledge and networking globally are some of the skills necessary to survive, in this changed world. Values and strategy execution are critical elements in the quest to become a high-performing organisation in the new economy. Strategy in organisations is the creation of a unique and valuable position, involving a different set of activities. Whilst a brilliant strategy can put you on the map, only a solid execution process will keep you on the map and competitive. Most organisations set the vision and strategy, but do not set the operational requirements executing the strategic objectives. The new economy represents a historic shift in values, a new paradigm from which people in organisations cannot separate themselves if they want to stay relevant in the new economy. Transforming organisational values from the old economy to the new economy is a challenge – primarily a leadership challenge. Absa (Amalgamated Banks of South Africa), a leading financial services organisation in South Africa and part of the global financial service group, Barclays, offers life insurance to its customers, through its subsidiary Absa Life. Absa Life is the target audience for this research study. In the group, Absa Life contributes almost six per cent to the total earnings of the Absa Group. The organisation embarked on a strategy, in 2008 to become a top-five life insurer in South Africa by 2012. ‘Big hairy audacious goals’ (BHAG’s) were set and the 230 members of the Absa Life team at the time bought into the vision and strategy. For Absa Life to reach the stretched goals the leadership team has to take note of important elements of a high-performance organisation. This research study assesses the current value profile of Absa Life, the organisation. The researcher utilises an instrument, the Beehive questionnaire, developed by the Village Leadership Consulting for the value profile assessment. A valid sample, including all job levels and divisions in Absa Life formed the target audience for this questionnaire. The questionnaire (electronic survey format) benchmarks the Absa Life value profile against the old and new economy value profiles. The researcher uses the results of the Beehive questionnaire and the Evolution to Excellence framework, to highlight the organisational and leadership challenges and recommend best practices for Absa Life leadership team. The Absa Life leadership team will determine their readiness, embracing these challenges and will be the team that is responsible for the survival of Absa Life in the 21st century or not.
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Davidson, Evans Ogbukoromudo Nwoke. "Budget related behaviour : the moderating impact of management style, corporate culture and organisation policies." Thesis, Cardiff University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.400445.
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Haugstad, Bjørn. "Strategy as the intentional structuration of practice : the translation of formal strategies into strategies-in-practice." Thesis, University of Oxford, 2011. http://ora.ox.ac.uk/objects/uuid:91e71808-dad2-4532-87e5-e2380d5d17ad.
Повний текст джерелаАнотація:
Acknowledging the difficulties of achieving effective strategic management in practice, this thesis investigates how formal strategies quite often succeed in conditioning organisational actions even in firms such as professional service firms, which may lack effective measures for coercing action and which often depend on distributed decision-making. The fundamental question posed in this investigation is: what are the social processes that make strategies work? This thesis addresses that question by contributing to our understanding of strategy realisation as a continuing process of translating formal strategies into ‘strategies-in-practice’, i.e. the situated performance of strategies through choices, actions, and practices pertaining to the selection and accomplishment of concrete assignments. The thesis investigates this translation process in three small professional service firms, in which the responsibility for enacting the strategies lies with autonomous practitioners, making centralised strategy realisation difficult. Searching for integration rather than further fragmentation of different strands of strategy research, the thesis make use of Porterian activity systems theory, Giddens’ structuration theory, Wittgensteinian theory of rule-following, Searlean theory of intentionality, and the strategy-as-practice approach, in order to understand the translation process as the intentional structuration of practice. The thesis reports two main contributions, the first addressing a gap in strategy re-search, the second contradicting prevailing theories. The first contribution is an outline of a theory of strategy translation: how formal strategies are translated into strategies-in-practice, coping with insoluble strategic dilemmas, and achieving maintenance of strategic position and strategies-in-practice under pressure for unwanted change. Good strategies-in-practice are as much about managing dilemmas as about eliminating them. Second, in contrast to prevailing strategic positioning theory and generic strategies, this study documents the potential benefits of straddling strategically distinct services within a single activity system, in terms of: learning opportunities; work variation; better opportunities for attracting, developing, and retaining talented people; the possibilities of capitalising on client relationships; and the dynamics of routinisation of once-novel services.