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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
Повний текст джерелаАнотація:
Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
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Al-Madadha, Amro, Ahmad Samed Al-Adwan, and Fida Amin Zakzouk. "Organisational Culture and Organisational Citizenship Behaviour: The Dark Side of Organisational Politics." Organizacija 54, no. 1 (February 1, 2021): 36–48. http://dx.doi.org/10.2478/orga-2021-0003.
Повний текст джерелаАнотація:
Abstract Background and Purpose: Organisational politics can have a substantial negative effect on employees’ performance, however many organisations still do not pay attention to this organisational behaviour. In our study, we aim to examine the relationship between organisational culture and organisational citizenship behaviour through how employees perceive political behaviour within organisations. Methods: Convenience sampling technique has been employed, quantitative data were collected from 532 employees in the Jordan banking industry via online surveys. Structural equation modelling (SEM) was employed to test the hypotheses of the study. Results: Analyses showed that organisational culture within the banking industry has an effect on how employees perceive political behaviour. A negative perception of political behaviour by employees, in turn, has a negative influence on employees’ citizenship behaviour. These findings answer previous calls to investigate the destructive effect of organisational politics on employee outcomes. Conclusion: Organisations should pay more attention to the destructive effect of organisational politics and try to minimise such behaviour. Organisational citizenship behaviour, in contrast, benefits organisational performance, and the enhancement of this is recommended through the implementation of more effective policies and strategies.
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Lu, Wenxue, Yuxin Wei, and Rui Wang. "Handling inter-organisational conflict based on bargaining power." International Journal of Conflict Management 31, no. 5 (March 27, 2020): 781–800. http://dx.doi.org/10.1108/ijcma-06-2019-0092.
Повний текст джерелаАнотація:
Purpose This paper aims to reveal the effects of an organisation’s bargaining power on its negotiating behaviours (including integrating, obliging, compromising, dominating and avoiding) in the context of inter-organisational conflict in construction projects and investigate how organisational power distance orientation moderates the relationship between the organisation’s bargaining power and its negotiating behaviours. Design/methodology/approach The authors conducted a questionnaire survey among practitioners in the Chinese construction industry with the final sample consisting of 219 responses. A structural equation model was used to analyse the data and test the hypotheses. Findings The results reveal that an organisation’s bargaining power is positively associated with dominating and integrating behaviours but negatively associated with obliging and avoiding behaviours. Additionally, bargaining power is found to be negatively associated with compromising behaviour when the organisation has a high power distance orientation. Finally, a higher degree of power distance orientation strengthens the positive effect bargaining power has on dominating behaviour. Practical implications The findings can help practitioners to predict the negotiating behaviours of a counterpart according to its bargaining power and the power distance in its organisational culture. This can then enable practitioners to adjust their strategies accordingly and steer the negotiations towards a win–win outcome. Originality/value This study applies the approach-inhibition theory of power to inter-organisational negotiations and empirically tests the relationship between an organisation’s bargaining power and its negotiating behaviours in the context of construction projects. Additionally, this study reveals that organisational power distance orientation moderates this relationship.
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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.
Повний текст джерелаАнотація:
Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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David Rees, W., and Christine Porter. "The development of diagnostic skills by management coaching." International Coaching Psychology Review 8, no. 2 (September 2013): 80–88. http://dx.doi.org/10.53841/bpsicpr.2013.8.2.80.
Повний текст джерелаАнотація:
In this paper the authors consider how psychological coaching can help those with managerial responsibility develop crucial managerial diagnostic skills. The paper refers to three organisational models that coaching psychologists could find helpful as they seek to help managers accurately diagnose the causes of organisational problems. These organisational models can be labelled as follows: (1) Systems approach; (2) Unitary and Pluralist Perspectives; and (3) Role Behaviours versus Personality Behaviours.The paper also explains how lack of effective diagnosis can lead those with managerial responsibilities to get involved in a range of activities better left to others. Given that organisations operate as systems (Millett, 1998) faulty diagnosis can arise because of a lack of understanding that problems which emerge in one function of an organisation may be caused by actions in other parts of an organisation. Managers need to anticipate the ‘knock-on’ effect that their decisions can have on other areas of organisational activity. Further causes of defective diagnosis explored include a failure of managers to distinguish between role and personality behaviour and the adoption by managers of a unitary as opposed to a pluralist frame of reference, leading to an inability to recognise conflicts of interest and deal with these in a constructive way. Practical advice is given on the development by coaching psychologists of managers’ diagnostic skills related to these models with reference to case studies.
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Salaman, Graeme. "Organisational behaviour for hospitality management." Tourism Management 16, no. 5 (August 1995): 399–400. http://dx.doi.org/10.1016/0261-5177(95)90091-8.
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Syaebani, Muhammad, Annisa Merdekawati, Monica Devina, and Dindha Primadini. "Political Behaviours of Internal Auditors in the Indonesian Public Organisation." IJHCM (International Journal of Human Capital Management) 5, no. 1 (May 31, 2021): 80–90. http://dx.doi.org/10.21009/ijhcm.05.01.7.
Повний текст джерелаАнотація:
Political behaviours are common in a workplace, including in a public organisation. However, political behaviours are like a double-edged sword. They could support the management, but on the other hand, they could also turn into a negative side which generates some drawbacks and inhibits the effectiveness of management. This research focuses on types, causes, impacts, and solutions of internal auditors’ political behaviours. We used the phenomenological methodology and qualitative approach. Interviews were conducted with ten auditors from various backgrounds to ensure the validity of the findings. This research revealed four main conclusions. First, there are two types of political behaviour, namely defensive political behaviour and impressive management. Second, the causes of political behaviour are individual and organisational. Third, the political behaviour could impact intrapersonal auditors, interpersonal relationship, and organisation as a whole. Fourth, this research indicates solutions to encounter the problems by improving the human resource system and organisational culture.
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Alias, Mazni, Chew Kok Wai, Zauwiyah Ahmad, and Abdul Mutalib Azim. "Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?" International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 960. http://dx.doi.org/10.14419/ijet.v7i4.38.27617.
Повний текст джерелаАнотація:
This study aims to develop a theoretical model of the determinants of workplace deviant behaviour among Malaysia hotel employees. From our extensive reviews, we found that organisational-related factors are potential in predicting hotel employee’s deviant behaviour. We established that organisational justice, trust in management, work autonomy, organisational constraint and organisational ethical climate as the organisational-related factors potential to influence deviant behaviour. Practical involvements of HR professionals were recommended to support organisation in eradicating deviant behaviour at workplace.
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Lin, Song, and David Lamond. "Human resource management practices in Chinese organisations." Chinese Management Studies 8, no. 1 (April 1, 2014): 2–5. http://dx.doi.org/10.1108/cms-04-2014-0090.
Повний текст джерелаАнотація:
Purpose – The aim of this special issue of Chinese Management Studies (CMS) focuses attention on a central activity of Chinese organisations – managing people. The aim is to support efforts to move beyond human resource management (HRM) research in China as a subset of international or comparative HRM research and promote indigenous approaches to research in China. Design/methodology/approach – Review and reflection. Findings – The research presented in the eight articles that constitute this special issue not only use sample data from China but also explore the mechanisms of different variables in the special Chinese condition, situation and context, resulting in meaningful results on a practical level. As such, they provide valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world. Research limitations/implications – Developing an indigenous understanding of Chinese HRM has a long way to go. The findings here provide a contribution to the growing foundation on which to base further efforts. They will not only help build knowledge about complex organisation dynamics in Chinese businesses but also enrich the overall management knowledge base, not just Chinese organisations. Originality/value – Provides valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world.
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Susomrith, Pattanee, and Albert Amankwaa. "Relationship between job embeddedness and innovative work behaviour." Management Decision 58, no. 5 (August 13, 2019): 864–78. http://dx.doi.org/10.1108/md-11-2018-1232.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to enable management decisions to develop innovation within an organisation by examining the relationship between job embeddedness (JE) and innovative work behaviour (IWB) while also considering the moderating effect of life satisfaction upon this relationship. Design/methodology/approach Data were collected from 213 employees of small- and medium-sized organisations in Thailand. Confirmatory factor analysis was conducted to assess the reliability of the measures and validity of the constructs. Multiple regression and PROCESS Macro techniques were used to test the direct and moderation effects. Findings The two components of JE, organisational and community embeddedness, were found to positively predict IWB. Additionally, life satisfaction was found to moderate the relationship between organisational embeddedness and IWB, but not the relationship between community embeddedness and IWB. At low levels of life satisfaction, the JE and IWB relationship was non-existent. Practical implications Organisations can potentially foster employee innovation by adopting strategies that seek to strengthen employee embeddedness in the organisation and in their community. Originality/value Studies on the effect of JE on IWB, particularly in small and medium enterprises and the influence of life satisfaction is sparse. This study redresses this imbalance in the knowledge base.
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Bencsik, Andrea, Árpád Szabo, and Tímea Juhász. "Effects of ethnic minority culture on organizational trust and knowledge management." Economics & Sociology 15, no. 2 (2022): 186–203. http://dx.doi.org/10.14254/2071-789x.2022/15-2/12.
Повний текст джерелаАнотація:
The need for organisational trust as a prerequisite for successful market operation is an area of frequent research today. Our study has examined the thinking and behaviour of organisations operating in minority cultures that live in proximity to the motherland in terms of trust-based organisational functioning, with particular attention to the knowledge management process. The research has tested two neighbouring cultures (Slovak and Romanian) outside their mainland (in Hungary) using a quantitative questionnaire survey. The SPSS 25 program was used to evaluate the results, analysing the connection system within an original model. The evaluation of cultural characteristics was based on the results of Hofstede’s research. The results show that representatives of the minority think about the conditions for forming trust and related necessary norms of behaviour in the way that reflects the values of their motherland. However, the manifestations of human behaviour throughout the organisation’s operation identify with the given national cultural values.
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Hoe, Siu Loon. "Organisational Learning: Conceptual Links to Individual Learning, Learning Organisation and Knowledge Management." Journal of Information & Knowledge Management 06, no. 03 (September 2007): 211–17. http://dx.doi.org/10.1142/s0219649207001779.
Повний текст джерелаАнотація:
Organisational learning has over the years been subject of much study by scholars and managers. In the process, the organisational learning concept has been linked to many other knowledge concepts such as individual learning, learning organisation, and knowledge management. This paper draws from existing literature in organisational behaviour, human resource management, marketing, and information management, to further develop the conceptual links between organisational learning and these knowledge concepts. The paper discusses the characteristics of organisational learning and emphasises its link to individual learning, the learning organisation, and knowledge management. It contributes to the conceptual and theoretical understanding of organisational learning and its relationship to these knowledge concepts from a multidisciplinary perspective.
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Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
Повний текст джерелаАнотація:
The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
Keywords: Organisational peace, school, Turkey.
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Yuryna Connolly, Lena, Michael Lang, John Gathegi, and Doug J. Tygar. "Organisational culture, procedural countermeasures, and employee security behaviour." Information & Computer Security 25, no. 2 (June 12, 2017): 118–36. http://dx.doi.org/10.1108/ics-03-2017-0013.
Повний текст джерелаАнотація:
Purpose This paper provides new insights about security behaviour in selected US and Irish organisations by investigating how organisational culture and procedural security countermeasures tend to influence employee security actions. An increasing number of information security breaches in organisations presents a serious threat to the confidentiality of personal and commercially sensitive data. While recent research shows that humans are the weakest link in the security chain and the root cause of a great portion of security breaches, the extant security literature tends to focus on technical issues. Design/methodology/approach This paper builds on general deterrence theory and prior organisational culture literature. The methodology adapted for this study draws on the analytical grounded theory approach employing a constant comparative method. Findings This paper demonstrates that procedural security countermeasures and organisational culture tend to affect security behaviour in organisational settings. Research limitations/implications This paper fills the void in information security research and takes its place among the very few studies that focus on behavioural as opposed to technical issues. Practical implications This paper highlights the important role of procedural security countermeasures, information security awareness and organisational culture in managing illicit behaviour of employees. Originality/value This study extends general deterrence theory in a novel way by including information security awareness in the research model and by investigating both negative and positive behaviours.
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Katou, Anastasia. "Innovation and Human Resource Management: the Greek Experience." Organizacija 41, no. 3 (May 1, 2008): 81–90. http://dx.doi.org/10.2478/v10051-008-0009-3.
Повний текст джерелаАнотація:
Innovation and Human Resource Management: the Greek ExperienceThe purpose of this paper is to investigate the pathways leading from innovation to organisational performance by using structural equation modelling. Specifically, we used this analytical tool to test a research framework that is constituted by a set of causal relationships between organisational contingencies, innovation, HRM policies (resourcing, training, rewards, relations), HRM outcomes (skills, attitudes, behaviour), and organisational performance. Employing data from organisations operating in the Greek manufacturing sector, results indicate that the impact of innovation on organisational performance is positive and mediated through HRM policies and HRM outcomes, and moderated by organisational context (management style, organisational culture).
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Heinzelmann, Rafael. "Occupational identities of management accountants: the role of the IT system." Journal of Applied Accounting Research 19, no. 4 (November 12, 2018): 465–82. http://dx.doi.org/10.1108/jaar-05-2017-0059.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to investigate the impact of IT systems on occupational identities of management accountants. The author highlights the pivotal role of the IT system as a central reference point for organisational identity regulation and identity work. Design/methodology/approach The paper is based on a qualitative case study approach. Findings The IT system presents the central means of establishing appropriate behaviour in case organisation (“identity regulation”). At the same time, the IT system acts as a sense-giving device (“identity work”) – the central reference point for management accountants to make sense of their work. In addition, the system creates more dirty and unclean work (Morales and Lambert, 2013), producing dissonance between the business partner role and the organisational reality, which is resolved by relating dirty and unclean work through use of the SAP Enterprise Resource Planning (ERP) system. Research limitations/implications The paper suggests to understand IT systems as an important driver of the management accounting work shaping the occupational identity of management accountants. Practical implications The author aims to sensitise practitioners and organisations to the potential risks of relying too strongly on IT systems – a behaviour which can limit the professional judgement and business insight of management accountants. Originality/value The author contributes to the discussion on how technological disruptions, e.g. ERP implementation, Big Data, business analytics, digitalisation, change management accountants’ identity and management accounting work. The author shows how organisations establish appropriate behaviour and how management accountants make sense upon dissonances between the professional ideals exemplified by business partner role and the organisational realities.
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Dominic, Elizabeth, Vijay Victor, Robert Jeyakumar Nathan, and Swetha Loganathan. "Procedural Justice, Perceived Organisational Support, and Organisational Citizenship Behaviour in Business School." Organizacija 54, no. 3 (August 1, 2021): 193–209. http://dx.doi.org/10.2478/orga-2021-0013.
Повний текст джерелаАнотація:
Abstract Background/Purpose: The effectiveness of a Business School depends on the extra role behaviours or Organ-isational Citizenship Behaviour (OCB) of its committed academics. The social exchange theory postulates that employees tend to display OCB when they know how their organisation would treat them. As B-School academics’ inclination towards OCB is less understood, this study examines the interaction between Procedural Justice (PJ), Perceived Organisational Support (POS) and Organisational Citizenship Behaviour (OCB) among B-School academics. Methods: A survey was carried out to collect data from B-School academics, 378 responses were collected from B-Schools from the state of Kerala, India. Data validity and reliability analyses, and direct and indirect effects of research variables were tested using Partial Least Square (PLS) path modelling. Results: The results indicate PJ positively influences POS as well as dimensions of the OCB for B-School academics. Contrary to previous OCB studies, this study finds that POS do not significantly relate to Courtesy. The findings also show that POS fully mediates PJ’s relationship with Altruism, Conscientiousness and Civic Virtues of B-School academics. Conclusion: This research explains the dynamics of PJ and POS towards OCB in a B-School setting. The academic setting of this study provides more insight into the relationships and provides insights into enhancing the organisational citizenship behaviour of academics in enhancing educational outcomes. Further, it also adds to existing understanding of organisational behaviour theory.
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Mousa, Mohamed, Hiba K. Massoud, and Rami M. Ayoubi. "Gender, diversity management perceptions, workplace happiness and organisational citizenship behaviour." Employee Relations: The International Journal 42, no. 6 (May 11, 2020): 1249–69. http://dx.doi.org/10.1108/er-10-2019-0385.
Повний текст джерелаАнотація:
PurposeThe purpose of this paper is to investigate whether females have different perceptions of diversity management and workplace happiness compared to their male colleagues. Furthermore, the paper explores whether diversity management perceptions mediate the relationship between workplace happiness and organisational citizenship behaviour.Design/methodology/approachA total of 260 questionnaires from a number of public hospitals in Egypt were analysed using both t-test and Structural Equation Modelling.FindingsWe found that female physicians perceive diversity management policies/protocols more positively than their male colleagues. Moreover, gender has no or little effect on physicians’ perceptions of workplace happiness. We also found that workplace happiness positively affects physicians’ organisational citizenship behaviour, and finally, diversity management practices can mediate the relationship between workplace happiness and physicians’ organisational citizenship behaviour.Practical implicationsWe believe that managers can raise the feeling of workplace happiness among their staff if they maintain some personal relationships with physicians, care about the physicians’ work/life balance, promote after work gatherings, initiate coffee time talks, encourage open communication practices and more.Originality/valueThe paper is based on the argument that although employees might be happy in the workplace through (engagement, job satisfaction, affective commitment), their happiness, however,will unlikely be reflected into a positive organisational citizenship behaviour towards their organisation, except (social exchange theory) they feel or perceive (equity theory) the overall practices of diversity management in that organisation positively. Thus, studying the mediating effect of perceptions towards diversity management is mainly our contribution.
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Glennon, Russ, Ian Hodgkinson, and Joanne Knowles. "Learning to manage public service organisations better: A scenario for teaching public administration." Teaching Public Administration 37, no. 1 (October 15, 2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.
Повний текст джерелаАнотація:
In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviours. Key skills required for public managers to exploit the knowledge of all organisational members and confront the challenges of a contested concept, such as public value, are developed and comprise summarising evidence, making judgements, sharing thought processes on a contentious issue, and arriving at a consensus together. Contributions to public administration theory and practice are discussed.
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Nguyen, Tuyet-Mai, and Ashish Malik. "Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation." Journal of Knowledge Management 24, no. 6 (June 13, 2020): 1241–61. http://dx.doi.org/10.1108/jkm-12-2019-0742.
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Purpose Online knowledge sharing is a critical process for maintaining organisational competitive advantage. This paper aims to develop a new conceptual framework that investigates the moderating impacts of innovation on self-efficacy, extrinsic and intrinsic rewards on employees’ online knowledge sharing behaviour in public and private sector companies. Design/methodology/approach This research analysed 200 responses to test the moderating effects of organisational innovation on the relationship between self-efficacy and rewards and online knowledge sharing behviours. The analysis was carried out using component-based partial least squares (PLS) approach and SmartPLS 3 software. Findings The results reveal that self-efficacy significantly affects online knowledge sharing behaviour in firms, regardless of the organisation type. Extrinsic rewards encourage employees in private companies to share knowledge online, whereas intrinsic rewards work effectively in public companies. Additionally, the study found the moderating role of organisational innovation in examining the relationship between rewards and online knowledge sharing behaviour. Research limitations/implications Future research may consider different dimensions such as knowledge donating and collecting behaviours as well as motives, such as self-enjoyment, reciprocity or social interaction ties, which may be investigated to get a deeper understanding of online knowledge sharing behaviour. Practical implications Firms must tailor training and rewards to suit employees’ abilities and needs so as to align with organisation type and innovation. Originality/value The study’s distinctive contribution is the under-researched context of Vietnamese public and private sector banks for investigating the moderating effects of organisational innovation on micro and meso factors on online knowledge sharing behaviour.
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Feliciana de Sá Cunha Machado, Carolina, and Joel Augusto Barros Fernandes. "Dimension and organisational behaviour." European Business Review 16, no. 2 (April 2004): 191–204. http://dx.doi.org/10.1108/09555340410524274.
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Knutsson, Hans, and Anna Thomasson. "Exploring organisational hybridity from a learning perspective." Qualitative Research in Accounting & Management 14, no. 4 (October 9, 2017): 430–47. http://dx.doi.org/10.1108/qram-04-2016-0030.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations. Design/methodology/approach The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned company in Sweden providing waste management services. The study revolves around empirical data gathered in official documents and in face-to-face interviews. All the data concern the time span between 2004 and 2016. Findings The analysis of the case studied provides us with insights into how hybridity manifests itself in mind-set and processes. There is a need for individuals within and around the organisation to be aware of and accept new goals and strategies to change their behaviour accordingly. The result of this study thus shows that contrary to findings in previous research on hybrid organisations, merely changing the structure of the organisation is not sufficient. Instead, learning is key to the development of hybridity and to overcome goal incongruence and conflicts of interest in hybrid organisations. However, this takes time and is likely to be dependent on individuals’ willingness to accept and adapt these new strategies and goals. Research limitations/implications The result of this study is based on one single case study in one specific hybrid context. No empirical generalisation is aspired to. Instead, the aim has been to – through an explorative approach – make an analytical contribution to the knowledge about hybrid organisations. Further studies are thus necessary to deepen the understanding of the hybrid context and the situations under which hybrid organisations operate and develop. Practical implications Based on the result from this study, it seems that an organisation needs to learn how to be a hybrid organisation. There are no isolated structural solutions that can create a hybrid organisation other than in a formal sense. New ways to exploit organisational resources and the hybrid context are necessary to find new and innovative ways of how to use the hybrid context in a way that improves service sector delivery. Originality/value Predominately, research on hybrid organisations has until recently been working with the premise that hybrids are not a breed of its own but a mix of two or several ideal types. Consequently, the result from this type of research has often landed in a conclusion regarding the complexity of combining what often is considered contradictory and conflicting goals. In this paper, a different and novel approach is taken. The paper illustrates how hybrid organisations develop over time, and it suggests that hybridity manifests itself in mindset and processes. The main contribution is an exploration and illustration of how organisational learning may be considered as the missing link between the structural orientation of previous explanations of hybrid organisations and the organisational property of hybridity. Hybridity is the result of exposure to, acceptance of and adaptation to new goals and strategies and expresses itself in “hybrid behaviour”.
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De Clercq, Dirk, Inam Ul Haq, and Muhammad Umer Azeem. "Why happy employees help." Personnel Review 48, no. 4 (June 4, 2019): 1001–21. http://dx.doi.org/10.1108/pr-02-2018-0052.
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Purpose Drawing from conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ job satisfaction and helping behaviour, and, particularly, how it may be moderated by two personal resources (work meaningfulness and collectivistic orientation) and one organisational resource (organisational support). Design/methodology/approach Quantitative data were collected from a survey administered to employees and their supervisors in a Pakistani-based organisation. Findings The usefulness of job satisfaction for stimulating helping behaviour is greater when employees believe that their work activities are meaningful, emphasise collective over individual interests, and believe that their employer cares for their well-being. Practical implications The results inform organisations about the circumstances in which they can best leverage employees’ positive job energy, which arises from their job satisfaction, to encourage their voluntary assistance of other organisational members. Originality/value This study extends research on positive work behaviours by examining the concurrent roles that job satisfaction and several contingent factors play in promoting employee helping behaviour. In particular, it highlights the invigorating effects of these factors on the usefulness of the enthusiasm that employees feel about their job situation for increasing their willingness to extend help to other members, on a voluntary basis.
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Samadi, Behrang, Chong Chin Wei, and Wan Fadzilah Wan Yusoff. "The Influence of Trust on Knowledge Sharing Behaviour Among Multigenerational Employees." Journal of Information & Knowledge Management 14, no. 04 (December 2015): 1550034. http://dx.doi.org/10.1142/s0219649215500343.
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The knowledge of an employee is an important resource for the organisation and it is very vital for companies that employees share their knowledge. Knowledge sharing cannot happen easily, as it is an individual choice and cannot be forced. Previous studies have shown that organisational trust is a backbone of knowledge sharing behaviour (KSB). In this study, the new conceptual framework proposes drawing the relationship between factors that are influencing organisational trust and testing the relationships between organisational trust and KSB. This framework classified the most significant factors that influence KSB, both directly and indirectly, through an organisational trust. The research model of this study is built from an extensive review on the literature of knowledge management (KM), organisational behaviour, sociology, phycology, trust, and management studies. Since there are very few in-depth studies specifically on trust and KSB, research on trust from an organisational perspective was consulted. This study provides methodological contributions in the form of conceptualisations for organisational trust and KSB; in addition, it provides extra emphasis in details, by identifying the dimensions of KSB and organisational trust.
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Verwey, Sonja. "Beinvloedingspatrone van Kommunikasieklimaat op Organisasiegedrag." Communicare: Journal for Communication Studies in Africa 7, no. 1 (November 14, 2022): 50–55. http://dx.doi.org/10.36615/jcsa.v7i1.2103.
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THIS article examines the patterns of influence that exist between organisational behaviour and communication climate. A comprehensive over view of the literature and research findings form the basis of this discussion. From this discussion It is evident that communication is a very important process in the organisation and that management is becoming increasingly aware of the influence that communication climate exerts on a wide range of organisational behaviours.
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FAEZAH, Juhari Noor, Mohd Yusoff YUSLIZA, Yusoff Noor AZLINA, Jumadil SAPUTRA, and Wan Kassim WAN ZULKIFLI. "Developing a Conceptual Model to Implement the Employee Ecological Behavior in Organisations." Journal of Environmental Management and Tourism 13, no. 3 (June 3, 2022): 746. http://dx.doi.org/10.14505/jemt.v13.3(59).14.
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Sustainability is a concern that has been discussed in many global conferences, mainly in the educational domain. Recently, the world has witnessed a growing interest among education organisations in adopting green practices and environmental management. In general, environmental sustainability at the organisation level is greatly dependent on individual‐level ecological behaviour. Based on the social identity theory where the corporate strategy has a psychological influence on the behaviour of employees in an ecological context, the current study aims to analyse the effects of green human resource management (HRM) on the employee ecological behaviours (EEB), coupled with the mediating roles of psychological green climate and organisational identification, via the moderation effect of green consciousness. It is expected that the finding of this research will shed new insights into developing a comprehensive model for the assessment of EEB that can influence the environmental management (EM) initiatives being implemented in the organisations. The research output contributes to the enhancement of knowledge on employee behaviour from an ecological perspective in a workplace.
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Holtham, Clive, and Iain L. Mangham. "Organisation Analysis and Development: A Social Construction of Organisational Behaviour." Journal of the Operational Research Society 39, no. 3 (March 1988): 318. http://dx.doi.org/10.2307/2582616.
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Holtham, Clive. "Organisation Analysis and Development: A Social Construction of Organisational Behaviour." Journal of the Operational Research Society 39, no. 3 (March 1988): 318. http://dx.doi.org/10.1057/jors.1988.51.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.
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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Na-Nan, Khahan, Peerapong Pukkeeree, Ekkasit Sanamthong, Natthaya Wongsuwan, and Auemporn Dhienhirun. "Development and validation of counterproductive work behaviour instrument." International Journal of Organizational Analysis 28, no. 3 (December 12, 2019): 745–63. http://dx.doi.org/10.1108/ijoa-04-2019-1748.
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Purpose Counterproductive work behaviour (CWB) is a type of behaviour of an individual that works against an organisation or employer, and he/she is usually discretionary (i.e. individuals make conscious choices as to whether they want to commit aberrant work behaviour). To deal with CWB in different contexts, organisations need to both understand and continually measure their employees in terms of behaviour and work. This study aims to develop an instrument to measure CWB for small and medium-sized enterprises in Thailand. Design/methodology/approach The study was conducted in three stages to develop a measurement scale for CWB. First, 27 questions were developed as a questionnaire based on concepts and theories of CWB and then verified using exploratory factor analysis with three CWB dimensions, namely “poor behaviour”, “misuse of organisational resources” and “inappropriate communication”. The questionnaire surveyed a total of 386 individuals working in SMEs. Finally, confirmatory factor analysis (CFA) and convergent validity were examined following the three CWB dimensions. Findings Three dimensions were developed to measure CWB, including aspects of poor behaviour, misuse of organisational resources and inappropriate communication. Practical implications The CWB questionnaire has practical use for assessing employee behaviour and can assist organisations and practitioners to better understand the CWB of employees. This know-how will help practitioners to assess employee behaviour and can be used to manage or develop this into good behaviour as valued members of the organisation. Originality/value The validity of the CWB questionnaire questions will facilitate the future research on the boundaries with CWB assessments spanning different SMEs contexts. Empirical study results validated that CWB measurement offered new perspectives to explore vital employee behavioural deviation that are necessary for the inspection employee behavioural deviation. This instrumental support will also help researchers to effectively understand CWB and explore its potential in future studies.
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Hlongwane, Veronica, and Ophillia Ledimo. "Human resources engagement practices: An investigation of organisational justice perceptions." Corporate Ownership and Control 14, no. 1 (2016): 611–19. http://dx.doi.org/10.22495/cocv14i1c4art7.
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Literature assumes that organisational justice has an impact on employee related behaviours. Yet there is limited empirical research on organisational justice and employee engagement to support the literature. The purpose of this study was to investigate the role of organisational justice for human resources engagement practices in a South African public service organisation. Organisational Justice Measurement Instrument (OJMI) was used as a measure of organisational justice and the Ultrech Work Engagement Scale measured the participants’ levels of work engagement. Data was collected from a random sample of employees working in a public service organisation (n=350). Descriptive statistics and correlational analysis were conducted to analyse the data. Results of the correlational analysis indicated a significant correlations between organisational justice and work engagement dimensions namely; vigour, dedication and absorption. In terms of contributions and practical implications, insight gained from the findings is relevant for practitioners and managers in the field of organisational behaviour to initiate interventions to enhance employees’ work engagement levels as well as to conduct future research.
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Nacife, Jean Marc, Kennedy de Araújo Barbosa, and Estela Najberg. "Bibliometric analysis of Organisational Behaviour." International Journal for Innovation Education and Research 9, no. 10 (October 1, 2021): 357–69. http://dx.doi.org/10.31686/ijier.vol9.iss10.3459.
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This study aims to investigate the theoretical contributions on organisational behaviour and meritocracy. The methodology used involved exploratory analysis, based on bibliometric research. The data were extracted from the Scopus and Web of Science journal databases, accessed through the journals portal of the Coordination for the Improvement of Higher Education Personnel (CAPES) and through the restricted access of the Federated Academic Community (Café) of the Instituto Federal Goiano (IF Goiano). The result obtained indicated the combination of the search terms, "organisational behaviour and merit". (Scopus and Web of Science). It was used as technical support, a set of open source solutions, R software, with techniques for filtering duplicate and non-pertinent publications, totaling 63 articles, ranging from the years 2015 to June 2021. It is clear that there is a concentration of terms reporting on public educational organisations, which focus on issues about performance and the positive effects of human behaviour. Finally, it was identified that the term merit is closer to contexts involving perspectives, gender, and market, while meritocracy subsidizes studies that address organisational social inequality and human resource management.
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Maryam, Suryani, Ernie Tisnawati Sule, Joeliaty Joeliaty, and Rina Novianty Ariawaty. "Effects of Safety Climate and Employee Engagement towards Organisational Citizenship Behaviour of Sewage Workers." Asian Journal of Business and Accounting 14, no. 1 (June 29, 2021): 253–75. http://dx.doi.org/10.22452/ajba.vol14no1.10.
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Manuscript type: Research paper Research aims: This study aims to investigate the effects of safety climate and employee engagement on organisational citizenship behaviour (OCB). Design/Methodology/Approach: Drawing from the social exchange theory and flow theory, a theoretical framework was developed and tested using data collected from 610 freelance sewage workers. A questionnaire survey was used to collect the data, while structural equation modelling (SEM) analysis was used as the data analysis approach. Research findings: The results reveal that both safety climate and employee engagement have significantly positive impact on employees’ organisational citizenship behaviour amongst sewage workers in Indonesia. This finding indicates that although the sewage cleaners are often employed based on contract and may not be in a position to demand more from the organisations, they do appreciate the organisational commitment in producing a safe workplace environment. They, in return will demonstrate a higher engagement towards their work. Theoretical contribution/Originality: This study contributes to the organisational citizenship behaviour literature by examining how workplace environmental factors such as safety climate affects organisational citizenship behaviour. In the context of sewage cleaning, safety climate is important, as sewage workers are frequently exposed to and threatened by serious health problems. Yet, there has been a paucity of research on the sewage cleaning sector to understand the relationships. Research limitation/Implications: The study implies that when organisations are willing to improve safety climate, their employees will perceive improved safety climate, and then will have more engagement and organisational citizenship behaviour.
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Karimi, Leila, Sandra G. Leggat, Cindy Cheng, Lisa Donohue, Timothy Bartram, and Jodi Oakman. "Are organisational factors affecting the emotional withdrawal of community nurses?" Australian Health Review 41, no. 4 (2017): 359. http://dx.doi.org/10.1071/ah16027.
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Objective The aim of the present study was to investigate the effects of work organisation on the emotional labour withdrawal behaviour of Australian community nurses. Methods Using a paper-based survey, a sample of 312 Australian community nurses reported on their emotional dissonance, withdrawal behaviours (i.e. job neglect, job dissatisfaction, stress-related presenteeism) and work organisation. A model to determine the partial mediation effect of work organisation was developed based on a literature review. The fit of the proposed model was assessed via structural equation modelling using Analysis of Moment Structures (AMOS; IMB). Results Community nurses with higher levels of emotional dissonance were less likely to be satisfied with their job and work organisation and had a higher tendency to exhibit withdrawal behaviours. Work organisational factors mediated this relationship. Conclusion Emotional dissonance can be a potential stressor for community nurses that can trigger withdrawal behaviours. Improving work organisational factors may help reduce emotional conflict and its effect on withdrawal behaviours. What is known about the topic? Although emotional labour has been broadly investigated in the literature, very few studies have addressed the effect of the quality of work organisation on nurses’ withdrawal behaviours in a nursing setting. What does this paper add? This paper provides evidence that work organisation affects levels of emotional dissonance and has an effect on job neglect through stress-related presenteeism. What are the implications for practitioners? In order to minimise stress-related presenteeism and job neglect, healthcare organisations need to establish a positive working environment, designed to improve the quality of relationships with management, provide appropriate rewards, recognition and effective workload management and support high-quality relationships with colleagues.
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Härtel, Charmine E. J., and Melissa E. Berry. "In Search of a Unified Definition of Organisational Political Behaviour: Evidence for a Multi-Level Approach." Journal of Management & Organization 5, no. 1 (January 1999): 26–34. http://dx.doi.org/10.1017/s1833367200005617.
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AbstractDespite thousands of years of interest, there is no standardised definition of organisational politics. This paper attempts to integrate different accounts of organisational politics through the development of a multi-level definition. A two-stage field study showed that political activities observed in the workplace can be fully captured by defining organisational politics relative to organisational efficiency at the level of the organisation, the group and the individual.
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Roberts, Barbara, and Mark Toleman. "One-Size E-Business Adoption Model Does Not Fit All." Journal of Theoretical and Applied Electronic Commerce Research 2, no. 3 (December 1, 2007): 49–61. http://dx.doi.org/10.3390/jtaer2030021.
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This empirical study of organisational e-business adoption, utilising both qualitative and quantitative data collection methods, examines four major factors influencing adoption in multiple e-business process domains. Support is found for the proposition that factors influencing e-business adoption behaviour have different levels of impact across different e-business process domains. Different combinations of factors influence different ebusiness processes and for the most part this occurs independently of organisation size/resource capacity. For example, governments and powerful supply chain organisations have strong influence over some organisational e-business strategy. In particular, e-government influence is strong with regard to use of e-mail and external web sites due to government’s legislative and regulatory compliance power. However, government influence is weak with regard to operation of an organisation’s own web sites. A conceptual model of antecedents and performance outcomes of e-business adoption is modified to take account of findings from this study.
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Duan, Jinyun, Ho Kwong Kwan, and Bin Ling. "The role of voice efficacy in the formation of voice behaviour: A cross-level examination." Journal of Management & Organization 20, no. 4 (July 2014): 526–43. http://dx.doi.org/10.1017/jmo.2014.40.
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AbstractWe present a voice efficacy model to account for the effects of general self-efficacy, perceived team servant leadership, and perceived organisational support on voice behaviour. In particular, we predict that general self-efficacy, perceived team servant leadership, and perceived organisational support enhance voice behaviour via voice efficacy. We also examined the extent to which perceived organisational support moderates the effect of voice efficacy on voice such that the effect is stronger when perceived organisational support is high. Using data collected from 401 employees in 91 groups and 53 organisations in China and controlling for psychological safety, we obtained full support for our hypotheses.
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Adisa, Toyin Ajibade, Fang Lee Cooke, and Vanessa Iwowo. "Mind your attitude: the impact of patriarchy on women’s workplace behaviour." Career Development International 25, no. 2 (December 6, 2019): 146–64. http://dx.doi.org/10.1108/cdi-07-2019-0183.
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Purpose By conceptualising patriarchy in the workplace as a social situation, the purpose of this paper is to examine the prevalence of patriarchal attitudes and their impact on women’s workplace behaviour among Nigerian organisations. Design/methodology/approach The study uses a qualitative research approach, drawing on data from 32 semi-structured interviews with female employees and managers in two high-street banks in Nigeria. Findings The study finds that patriarchy shapes women’s behaviour in ways that undermine their performance and organisational citizenship behaviour (OCB). Furthermore, the study finds that patriarchal attitudes, often practised at home, are frequently transferred to organisational settings. This transference affects women’s workplace behaviour and maintains men’s (self-perceived) superior status quo, whereby women are dominated, discriminated against and permanently placed in inferior positions. Research limitations/implications The extent to which the findings of this research can be generalised is constrained by the limited sample and scope of the research. Practical implications The challenges posed by the strong patriarchy on women’s workplace behaviour are real and complex, and organisations must address them in order to create a fairer workplace in which employees can thrive. It is therefore essential for organisations to examine periodically their culture to ensure that all employees, regardless of gender, are involved in the organisation’s affairs. Furthermore, organisations need to help women become more proactive in combating patriarchal behaviour, which often affects their performance and OCB. This requires organisations to affirm consistently their equal opportunities, equal rights and equal treatment policies. It is essential that organisations take this problem seriously by attaching due penalty to gender discrimination, as this will go a long way in ensuring positive outcomes for women and providing a fairer workplace. Originality/value This study provides empirical evidence that a more egalitarian work environment (in Nigerian banking) will result in improved performance from female employees and organisations. It calls for greater policy and organisational interventions to create a more inclusive work environment and an equal society.
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Narzary, Genuine, and Sasmita Palo. "Structural empowerment and organisational citizenship behaviour." Personnel Review 49, no. 7 (February 15, 2020): 1435–49. http://dx.doi.org/10.1108/pr-11-2019-0632.
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PurposeThe present study aims at investigating mediating–moderating effect of job satisfaction between structural empowerment and organisational citizenship behaviour.Design/methodology/approachThe study was conducted using standardised questionnaires. Responses were gathered from 178 auxiliary nurse and midwives working in primary health care centres in Chirang and Kokrajhar districts of Assam. Census method of data collection was adopted. The mediating–moderating effect of job satisfaction was assessed using the structural equation modelling.FindingsStructural equation modelling result shows that structural empowerment has significant and positive effect on job satisfaction (0.68) and organisational citizenship behaviour (0.37). Job satisfaction has significant and positive effect on organisational citizenship behaviour (0.39). Job satisfaction significantly mediates-moderates (0.23) between structural empowerment and organisational citizenship behaviour.Research limitations/implicationsGiven the only female auxiliary nurse and midwives and comparatively small sample obtained in this study, no attempt should be made to generalise these findings to other nurses or organisations. All data were obtained through a self-report survey, presenting a possibility for common method bias.Practical implicationsPromoting structural empowerment may help medical officer (supervisor) to increase auxiliary nurse and midwives’ level of job satisfaction and promote organisational citizenship behaviour.Originality/valueThis is the first study conducted on the mediating–moderating effect of job satisfaction on the relationship between structural empowerment and organisational citizenship behaviour among auxiliary nurse and midwives workings in rural and semi-urban areas in Assam (India).
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Tangaraja, Gangeswari, Roziah Mohd Rasdi, Maimunah Ismail, and Bahaman Abu Samah. "Fostering knowledge sharing behaviour among public sector managers: a proposed model for the Malaysian public service." Journal of Knowledge Management 19, no. 1 (February 9, 2015): 121–40. http://dx.doi.org/10.1108/jkm-11-2014-0449.
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Purpose – This paper aims to propose a conceptual model of knowledge sharing behaviour among Malaysian public sector managers. Design/methodology/approach – An extensive literature review method was used to identify and analyse relevant literature in order to propose a knowledge sharing model. Findings – The authors identified three potential predictor groups of knowledge sharing behaviour among Malaysian public sector managers. The groups are intrinsic motivational factors, extrinsic motivational factors and organisational socialisation factors. The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting). Research limitations/implications – The paper offers a number of propositions, which leads to a knowledge sharing model. Future research should validate and examine the predictive power of the proposed model. Practical implications – Upon model validation, the paper could offer practical interventions for human resource development (HRD) practitioners to assist organisations towards fostering knowledge sharing behaviour. The paper highlights the importance of employee’s organisational commitment in order to engage in organizational-related behaviours such as knowledge sharing. Originality/value – The paper used a new approach in theorising knowledge sharing behaviour by integrating the General Workplace Commitment Model, Self-Determination Theory and Social Capital Theory. The suggestion of public service motivation as one of the intrinsic motivational factors could provide new insights to the HRD practitioners on fostering knowledge sharing behaviour in the public service subject to model validation.
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Carnall, Colin A. "Book Review: Managing Organisational Behaviour." Journal of General Management 13, no. 2 (December 1987): 121–22. http://dx.doi.org/10.1177/030630708701300211.
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Salas-Vallina, Andres, Joaquín Alegre, and Rafael Fernandez. "Happiness at work and organisational citizenship behaviour." International Journal of Manpower 38, no. 3 (June 5, 2017): 470–88. http://dx.doi.org/10.1108/ijm-10-2015-0163.
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Purpose The purpose of this paper is to examine the relationship between happiness at work (HAW), organisational learning capability (OLC) and organisational citizenship behaviour. Design/methodology/approach Through structural equation models, a sample of 167 allergists of public health services was analysed. Findings Results suggest that the relationship between HAW and organisational citizenship behaviour is fully mediated by OLC. Hence, OLC has a critical role to describe how HAW improves organisational citizenship behaviour. Basically, HAW promotes motivation for learning, and a better quality of the interactions between employees, which results in pro-social behaviours. Research limitations/implications The sample is focussed in a knowledge-intensive context. Future research might consider other service sectors, such as a private business sector. In addition it would be interesting to examine a longitudinal perspective of the model. Practical implications The results confirm the direct and positive effect of HAW on organisational citizenship behaviour. Nevertheless, showing positive attitudes as HAW does not assure to achieve perceived service quality. It is needed to take into account certain conditions that promote learning. Originality/value Current attitudinal theories do not contemplate environments that promote learning to explain pro-social attitudes. The research offers a theoretical model and provides evidence that the attitudes-behaviours relationship needs to be explained bearing in mind OLC.
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Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (November 28, 2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.
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PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private and public organisations.FindingsManagement change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.Originality/valueThis paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.
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Browning, Victoria. "Creating service excellence through Human Resource Management practices." South African Journal of Business Management 29, no. 4 (December 31, 1998): 135–41. http://dx.doi.org/10.4102/sajbm.v29i4.778.
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Service excellence has become a critical source of competitive advantage for organisations. This article focuses on the interaction between the frontline employee and the customer and the role of Human Resource Management (HRM) in sustaining service-orientated behaviour. The nature of the relationship between HRM and service behaviour is also explored, focusing on three possible intervening variables - commitment to customer service, job competence and organisational identification. The implications of this relationship for business managers are highlighted and it is suggested that to achieve service excellence, managers need to focus as much on their internal relationships with employees as they do on their external relationships with customers, as their contribution to organisational performance is inter-linked. Directions for future research in redefining HRM practices and determining the nature of the link between HRM and service-orientated behaviour are discussed.
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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.
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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
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Onumo, Aristotle, Irfan Ullah-Awan, and Andrea Cullen. "Assessing the Moderating Effect of Security Technologies on Employees Compliance with Cybersecurity Control Procedures." ACM Transactions on Management Information Systems 12, no. 2 (June 2021): 1–29. http://dx.doi.org/10.1145/3424282.
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The increase in cybersecurity threats and the challenges for organisations to protect their information technology assets has made adherence to organisational security control processes and procedures a critical issue that needs to be adequately addressed. Drawing insight from organisational theory literature, we develop a multi-theory model, combining the elements of the theory of planned behaviour, competing value framework, and technology—organisational and environmental theory to examine how the organisational mechanisms interact with espoused cultural values and employee cognitive belief to influence cybersecurity control procedures. Using a structured questionnaire, we deployed structural equation modelling (SEM) to analyse the survey data obtained from public sector information technology organisations in Nigeria to test the hypothesis on the relationship of socio-organisational mechanisms and techno-cultural factors with other key determinants of employee security behaviour. The results showed that knowledge of cybersecurity and employee cognitive belief significantly influence the employees’ intentions to comply with organisational cybersecurity control mechanisms. The research further noted that the influence of organisational elements such as leadership on employee security behaviour is mediated by espoused cultural values while the impact of employee cognitive belief is moderated by security technologies. For effective cybersecurity compliance, leaders and policymakers are therefore to promote organisational security initiatives that ensure incorporation of cybersecurity principles and practices into job descriptions, routines, and processes. This study contributes to behavioural security research by highlighting the critical role of leadership and cultural values in fostering organisational adherence to prescribed security control mechanisms.
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Rashford, Nicholas S., and David Coghlan. "Integrating Organisational Behaviour and Business Policy through Organisational Levels." Leadership & Organization Development Journal 10, no. 1 (January 1989): 3–8. http://dx.doi.org/10.1108/eum0000000001129.
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Ayinde, Adeboye Titus, and A. A. Oladoyinbo. "Work Value and Occupational Hazard as Correlates of Organisational Citizenship Behaviour Among Employees of International Brewery Plc. Ilesa, Nigeria." European Scientific Journal, ESJ 12, no. 29 (October 31, 2016): 156. http://dx.doi.org/10.19044/esj.2016.v12n29p156.
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The importance of organisational citizenship behaviour can never be over emphasised in organisation striving for competitive advantage. Thus, this study examined employees’ organisational citizenship behaviour in relation to factors such as perceived work value, occupational hazard and the combined influence of both factors on organisational citizenship behaviour among employees of International Brewery Plc, Ilesa, Osun State. This is with a view to determining factors that influence organisational citizenship behaviour among workers. Primary data were used for the study. The data were collected from the 269 respondents, which cut across eleven departments: Production, Distribution, Technical, Commercial, Research and Development, Security, Management Information, Quality Assurance, Human Resource, Personnel, Accounting and Audit and Financial department using stratified random sampling technique. Three standardized Psychological Scales were used in the study. These were the Work Value Facet of Personal Life Value Questionnaire (WVFPLV), Organisational Safety Climate Scale (OSCS), Organisational Citizenship Behaviour Checklist (OCB-C). Data collected were analyzed using the appropriate descriptive statistics and inferential statistics. Results showed a significant relationship between work value and organisational citizenship behaviour among employees of International Brewery Plc, Ilesa {r (267)=0.350), P 0.05}. The study concluded that work value has and occupational hazard jointly determined organisational citizenship behaviour.
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Hosie, Peter J., and Roger C. Smith. "A future for organisational behaviour?" European Business Review 21, no. 3 (May 15, 2009): 215–32. http://dx.doi.org/10.1108/09555340910956612.
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Larsson, Johan, Ingela Backstrom, and Hakan Wiklund. "Leadership and organisational behaviour – similarities between three award-winning organisations." International Journal of Management Practice 3, no. 4 (2009): 327. http://dx.doi.org/10.1504/ijmp.2009.026960.
Повний текст джерела