Competing values at public universities: Organisational cultures and job demands‐resources in academic departments

PurposeThis study seeks to investigate how leader ability and diverse organisational cultures (OC) act to influence employee creativity in manufacturing organisations. By leveraging the multifaceted nature of the competing values framework (CVF), this study examines the growing deterioration of employee creativity through the lens of four OC quadrants within the Nigerian manufacturing industry and further investigates how distinct OCs and leader ability can aid to bolster employee creativity. The CVF is a model used to assess organisational cultures, irrespective of their industry, for the overarching purpose of improving organisational performance.Design/methodology/approachThe target population consists of employees of research and development (R&D) and information technology (IT) in the headquarters of 21 manufacturing organisations. Our useable sample consisted of 439 responses from the Nigerian manufacturing industry.FindingsResults indicated that leader ability and adhocracy OC have positive effects on employee creativity. Market and clan OC have negative effects on employee creativity. Likewise, leader ability dampens the effects of adhocracy OC on employee creativity and reinforces the market OC effect on employee creativity.Originality/valueThis study provides novel insights that challenges several controversial and contemporary postulations of extant research which theorise the OC–employee creativity relationships. By leveraging the construct of leader ability, unique contributions are also made to provoke congruence.

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Rediscovering Public Service in New Zealand after 30 Years of New Public Management?

Policy Quarterly ◽

10.26686/pq.v15i4.5993 ◽

2019 ◽

Vol 15 (4) ◽

Author(s):

Richard Norman

Keyword(s):

New Zealand ◽

Private Sector ◽

Public Service ◽

Public Management ◽

New Public Management ◽

Competing Values Framework ◽

Competing Values ◽

Political Leaders ◽

New Public ◽

Organisational Cultures

Legislation change is ‘easy’ compared with changing organisational cultures, which have the most powerful influence over whether rhetoric about a ‘spirit of service’ will translate into realities for citizens and political leaders. The competing values framework, developed in reaction to one-size-fits-all models of private sector management, helps show the scale of the change being sought with the proposed Public Service Act.

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Rediscovering Public Service in New Zealand after 30 Years of New Public Management?

Policy Quarterly ◽

10.26686/pq.v15i3.5921 ◽

2019 ◽

Vol 15 (3) ◽

Author(s):

Richard Norman

Keyword(s):

New Zealand ◽

Private Sector ◽

Public Service ◽

Public Management ◽

New Public Management ◽

Competing Values Framework ◽

Competing Values ◽

Political Leaders ◽

New Public ◽

Organisational Cultures

Legislation change is ‘easy’ compared with changing organisational cultures, which have the most powerful influence over whether rhetoric about a ‘spirit of service’ will translate into realities for citizens and political leaders. The competing values framework, developed in reaction to one-size-fits-all models of private sector management, helps show the scale of the change being sought with the proposed Public Service Act.

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ORGANIZATIONAL CULTURE ASSESSMENT USING THE COMPETING VALUES FRAMEWORK (CVF) IN PUBLIC UNIVERSITIES IN SAUDI ARABIA: A CASE STUDY OF TABUK UNIVERSITY

International Journal of Business and Management ◽

10.20472/bm.2018.6.2.001 ◽

2018 ◽

Vol VI (2) ◽

Author(s):

Saleh Hamed Alharbi ◽

Selma Sidahmed Abedelrahim

Keyword(s):

Saudi Arabia ◽

Organizational Culture ◽

Public Universities ◽

Competing Values Framework ◽

Competing Values

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The Culture-Succession Model: The Factors Affecting Implementation of Succession Planning In Malaysian Public Universities

International Journal of Engineering and Advanced Technology - Regular Issue ◽

10.35940/ijeat.a1356.109119 ◽

2019 ◽

Vol 9 (1) ◽

pp. 7096-7104

Keyword(s):

Organizational Culture ◽

Succession Planning ◽

Public Universities ◽

Empirical Work ◽

Study Finding ◽

Competing Values Framework ◽

Competing Values ◽

Factors Affecting ◽

Strategic Role

This study aims at exploring the relationship between organizational cultures and succession planning. Succession planning in rapidly changing environment is a significant factor that affects long-term success of the higher education institutions. Previous studies were interested in determining factors that support the implementation of succession planning. Currently, emphasis is more on the role of organizational culture as a factor that can improve succession planning or impede it. However, in Malaysian context, empirical work is limited in relation to these variables. This is quantitative study, the survey questionnaire was used to collect data from academics of Malaysia's public universities. Competing Values Framework (CVF) were used to assess organizational culture; for succession planning items are taken from previous literature. The researchers utilized PLS-SEM after data collection to investigate the role of organizational culture in succession planning implementation. The study finding showed that culture can encourage or be a barrier to succession planning, depends on the values promoted by culture. Particularly, if the institution has a history of clan or hierarchy, the chances of implementation of succession planning tend to be higher. Moreover, when a topdown approach is used in organizations with dominant hierarchy culture and succession planning has a strategic role and formal responsibilities are defined in Clan cultures, succession planning can be enhanced.

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Compensatory Coping Through the Extension of Working Hours

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000285 ◽

2019 ◽

Vol 63 (3) ◽

pp. 115-128 ◽

Cited By ~ 1

Author(s):

Maie Stein ◽

Sylvie Vincent-Höper ◽

Nicole Deci ◽

Sabine Gregersen ◽

Albert Nienhaus

Keyword(s):

Job Demands ◽

Working Hours ◽

Well Being ◽

Leader Member Exchange ◽

Workplace Health ◽

High Quality ◽

Data Analyses ◽

Member Exchange ◽

The Relationship ◽

Advance Knowledge

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.

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The Conceptualization and Measurement of Job Crafting

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000219 ◽

2016 ◽

Vol 60 (4) ◽

pp. 173-186 ◽

Cited By ~ 11

Author(s):

Philipp Wolfgang Lichtenthaler ◽

Andrea Fischbach

Keyword(s):

Factor Structure ◽

Work Engagement ◽

Job Demands ◽

Job Crafting ◽

Future Research ◽

Validity Study ◽

German Version ◽

Total N ◽

Structure Reliability ◽

German Speaking

Abstract. This research redefined the job demands–resources (JD-R) job crafting model ( Tims & Bakker, 2010 ) to resolve theoretical and empirical inconsistencies regarding the crafting of job demands and developed a German version of the Job Crafting Scale (JCS; Tims, Bakker, & Derks, 2012 ) in two separate studies (total N = 512). In Study 1 the German version of the JCS was developed and tested for its factor structure, reliability, and construct validity. Study 2 dealt with the validity of our redefined JD-R job crafting model. The results show that, like the original version, the German version comprises four job crafting types, and the German version of the JCS is a valid and reliable generic measure that can be used for future research with German-speaking samples. Evidence for the redefined JD-R job crafting model was based on findings relating job crafting to work engagement and emotional exhaustion.

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Challenge Demands, Hindrance Demands, and Psychological Need Satisfaction

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000122 ◽

2015 ◽

Vol 14 (2) ◽

pp. 70-79 ◽

Cited By ~ 24

Author(s):

Simon L. Albrecht

Keyword(s):

Work Engagement ◽

Job Demands ◽

Self Determination Theory ◽

Structural Equations ◽

Need Satisfaction ◽

Self Determination ◽

Job Resources ◽

Mediating Effects ◽

Psychological Need ◽

Practical Implications

The job demands-resources (JD-R) model provides a well-validated account of how job resources and job demands influence work engagement, burnout, and their constituent dimensions. The present study aimed to extend previous research by including challenge demands not widely examined in the context of the JD-R. Furthermore, and extending self-determination theory, the research also aimed to investigate the potential mediating effects that employees’ need satisfaction as regards their need for autonomy, need for belongingness, need for competence, and need for achievement, as components of a higher order needs construct, may have on the relationships between job demands and engagement. Structural equations modeling across two independent samples generally supported the proposed relationships. Further research opportunities, practical implications, and study limitations are discussed.

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