Emerging organizational values in shipping: Part 1. Crew stability

1979 ◽  
Vol 6 (2) ◽  
pp. 129-143 ◽  
Author(s):  
M. H. Smith ◽  
J. Roggema
Keyword(s):  
Organizational Values

An Integrative Employer Branding Approach Based on Organizational Values

2012 ◽  
Author(s):  
Thorsten Fauth ◽  
Tim R. Wolf ◽  
Tammo Straatmann ◽  
Kate Hattrup ◽  
Karsten Mueller
Keyword(s):  
Organizational Values ◽  
Employer Branding

scholarly journals The bond and retention of Chinese seafarers for international shipping companies: a survey report

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Bin Wu ◽  
Glory Gu ◽  
Chris James Carter
Keyword(s):  
Career Satisfaction ◽  
Organizational Values ◽  
Retention Rates ◽  
Management Systems ◽  
Policy Recommendations ◽  
Mutual Trust ◽  
Shipping Company ◽  
International Shipping ◽  
Survey Report ◽  
Chinese Seafarers

AbstractThe shortage of junior seafarers in China in recent years raises a salient question as to how international shipping companies can improve retention rates among Chinese crews. This issue has become increasingly prominent in the context of a global lockdown resulting from the Covid-19 pandemic. This paper examines the dilemma through the lens of the “bond” between seafarers and the shipping companies they service, a term used to reflect the need to recognise, consent and integrate into management systems, safety culture, and organizational values. The value of this bond concept is investigated in a survey of Chinese crews (N = 318). The paper aims to reveal the features and underlying factors of the bond, and its influence on needs, perceptions and seafaring careers in foreign shipping companies. The study finds that the majority of respondents do not have a bond with their shipping company, but typically do wish to develop one. Furthermore, this form of attachment appears to be closely related to career satisfaction and retention. To address the shortage of junior seafarers in China, we call for the development of mutual trust, respect and shared values between global seafarers and international shipping companies. A number of policy recommendations are provided.

The Greening of the Boston Park Plaza Hotel

1993 ◽  
Vol 6 (2) ◽  
pp. 131-148 ◽  
Author(s):  
James E. Post
Keyword(s):  
Public Relations ◽  
Organizational Values ◽  
Environmental Action ◽  
Action Program ◽  
Three Generations ◽  
Industry Leadership ◽  
The Family ◽  
The Relationship ◽  
Plaza Hotel

This article discusses the relationship between personal, family, and organizational values in the development and implementation of an environmental action program at the family-owned and -operated Boston Park Plaza Hotel. In this instance, a ‘spirit of responsibility’ that evolved through three generations of the family meshed with a traditional ‘spirit of ownership’ to produce a program that is a financial and public relations success and that is recognized as the most progressive in the industry. Moreover, the hotel and family have received significant awards for industry leadership and environmental achievement.

Espoused and Enacted Values in an Organization: Workforce Implications

2018 ◽  
Vol 43 (4) ◽  
pp. 277-293
Author(s):  
Mohan Gopinath ◽  
Aswathi Nair ◽  
Viswanathan Thangaraj
Keyword(s):  
Value Congruence ◽  
Organizational Values ◽  
Value System ◽  
Value Analysis ◽  
Business Goals ◽  
Espoused Values ◽  
Perfect World

It would seem logical that in a perfect world, a corporation’s espoused values would match its enacted values, This match of two sets of values is also known as ‘value congruence’, a situation where the organizational values are in tune with the employees’ values. However, there are many ways by which an organization can create a tension between its espoused and practiced values. The two main reasons relate to how it conducts its business and how it treats its employees. It was observed from the Espoused Value Analysis survey that only 40 per cent of the respondents perceive the employees in their organization are aware of the vision, mission and values. The findings also suggest that when behavioural integrity is boosted, then commitment to the espoused values of the organization is enhanced. Hence, it is inferred that there is significant gap between espoused and enacted values within the sample organizations chosen for the study. Despite this lack of awareness in values, 61 per cent of the employees felt their organization does not adopt unethical means to achieve business goals. The value congruence depends on how an organization deploys its value system, practices behavioural integrity and closes the perceived gaps.

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