Revisiting antecedents of organisational health: organisational climate, culture, values and employee empowerment

2014 ◽  
Vol 1 (4) ◽  
pp. 305 ◽  
Author(s):  
Anupama Singh ◽  
Sumi Jha
Keyword(s):  
Employee Empowerment ◽  
Organisational Climate

The impact of shift work and organisational climate on health

2012 ◽  
Author(s):  
Kathryn von Treuer ◽  
Matthew Fuller-Tyszkiewicz
Keyword(s):  
Shift Work ◽  
Organisational Climate ◽  
The Impact

EMPLOYEE RETENTION IN A HIGHER EDUCATION INSTITUTION: AN ORGANISATIONAL DEVELOPMENT PERSPECTIVE

2015 ◽  
Vol 37 (2) ◽  
pp. 33-63 ◽  
Author(s):  
B J Erasmus ◽  
A Grobler ◽  
M Van Niekerk
Keyword(s):  
Higher Education ◽  
Employee Turnover ◽  
Intent To Stay ◽  
Education Institution ◽  
Cross Sectional Study ◽  
Highly Qualified ◽  
Cross Sectional ◽  
High Performing ◽  
Organisational Climate ◽  
Talent Retention

Talent retention and employee turnover are major concerns for higher education institutions (HEIs) because they are losing highly qualified staff to the private sector and to other HEIs that are able to offer better rewards and benefits. The turnover of talented staff is therefore a major concern for the institution under investigation. The retention and voluntary turnover decisions among a workforce of 4 651 employees was thus investigated. A quantitative cross-sectional study was conducted by means of the objective analysis of organisational data in combination with the structured questionnaire (organisational climate survey). Descriptive and inferential statistics were applied to analyse the data across demographic groups, including age, employment category (academic as well as professional and support), etc. The results indicated that the institution’s turnover rate was acceptable (4.34%) and that dysfunctional turnover was marginal because employees with below-standard performance ratings had voluntarily resigned. Positive correlations and significant beta (b) values were reported between Organisational citizenship, Leadership, My manager and Compensation and the employees’ intent to stay in or to leave the organisation. These organisational climate factors were found to explain approximately 30 per cent of the variance in the employees’ intent to stay in or to leave the organisation. The article recommends that a talent retention tool be developed. In addition, it contributes to the literature on retention and turnover of high-performing employees, as it underscores the importance of measuring employee turnover

Delegation of Responsibilities: A Leadership Tool for Subordinates’ Competence Development in Selected Organisations in Ibadan Metropolis

2015 ◽  
Vol 13 (1) ◽  
Author(s):  
Samuel Ayodeji Omolawal
Keyword(s):  
Data Collection ◽  
Survey Research ◽  
Research Design ◽  
Competence Development ◽  
P Value ◽  
Important Ingredient ◽  
Public And Private ◽  
Positive Effects ◽  
Organisational Climate ◽  
Qualitative Approaches

Delegation of responsibilities constitutes a very important ingredient of good leadership in organisations and is critical to competence development of workers. However, experience shows that many leaders are unwilling to delegate responsibilities to their subordinates for a number of reasons. This study was therefore designed to investigate delegation of responsibilities as a tool for competence development of subordinates in selected organisations in Ibadan metropolis. The study, anchored on Elkem’s model, was descriptive and adopted survey research design with a combination of both quantitative and qualitative approaches. It was conducted on 206 respondents randomly selected from 20 public and private organisations in Ibadan. Questionnaire and IDI were instruments of data collection, while the data collected were analysed using both quantitative and qualitative techniques. The study showed that respondents perceived delegation of responsibilities as a vital tool for developing, equipping and motivating subordinates; and that it had positive effects on subordinates’ performance (X2 = 11.14, p-value = 0.001). The study also revealed that lack of confidence in subordinates (79%), level of skill and competence (66%), organisational climate (68%) and bureaucracy (58%) were barriers to delegation of responsibilities. Delegation of responsibilities is a cost-free way of enhancing competence development of subordinates in organisations, and should therefore, be encouraged among leaders irrespective of their levels.

Examining the interrelationships among reward systems, organisational climate and cultural changes in the hospitality industry

2020 ◽  
Author(s):  
Christos Kakarougkas ◽  
Theodoros Stavrinoudis
Keyword(s):  
Cultural Change ◽  
Latent Variable ◽  
Structural Equation ◽  
Reward System ◽  
Senior Executives ◽  
Cultural Changes ◽  
Organisational Climate ◽  
Individual Variables ◽  
The Impact ◽  
Method Of Extraction

This paper aims to explore the impact of a hotel’s reward system on strengthening: positiverelationships and communication among employees; the creation of a change-friendlyorganisational climate and cultural change barriers, within the context of a cultural changeprocess in a hotel. Quantitative data were collected from a proportionally stratified,representative sample of 207 Greek five-star hotels’ senior executives and analysed with theprincipal component method of extraction and Structural Equation Modelling. This led to thecreation and validation of three prototype second-order latent variable models, whichhighlight and depict the impact of individual variables and their importance for a rewardsystem creating an organisational climate for or against cultural change in hotels. Theoriginality of the paper lays on both theoretical and practical levels. On a theoretical level, thepaper’s findings manage to fill a knowledge gap through a novel modelling of a rewardsystem on a hotel’s organisational climate in times of cultural change. On a practical level, thepaper findings enable hotels’ executives to focus on specific variables of a reward system thatcan enhance and/or prevent a cultural change initiative.

scholarly journals Psychological ownership development in new venture teams

2021 ◽  
pp. 026624262110233
Author(s):  
Olga Yttermyr ◽  
Karl Wennberg
Keyword(s):  
Small Groups ◽  
Process Model ◽  
Psychological Ownership ◽  
New Venture ◽  
Interpersonal Processes ◽  
Entrepreneurial Teams ◽  
Organisational Climate ◽  
Depth Study ◽  
Individual Needs ◽  
Role Based

Psychological ownership (PO) is important for organisational climate and outcomes, yet, little is known about collective forms of PO in emerging entrepreneurial teams. Based on an in-depth study of a new venture team over three years, we sketch a process model of collective PO development. While studies on individual PO in established organisations highlight individual needs in triggering processes of PO development, our study indicates the importance of temporal, role-based, and input-based alignment of interpersonal processes for the emergence of collective PO in new venture teams. We discuss insights for research on new venture teams and research on small groups.

What determines the adoption of employee empowerment practices by MNE subsidiaries in China?

2020 ◽  
Vol 14 (4) ◽  
pp. 871-894
Author(s):  
Yishuai Yin
Keyword(s):  
Multinational Enterprises ◽  
Design Methodology ◽  
Large Body ◽  
Employee Empowerment ◽  
Institutional Factors ◽  
Hierarchical Regression ◽  
Content Type ◽  
Hrm Practices ◽  
Institutional Forces ◽  
Mne Subsidiaries

Purpose This paper aims to explore how institutional factors determine the adoption of employee empowerment practices by multinational enterprises (MNEs) subsidiaries in China. Design/methodology/approach This paper examines the effects of MNE subsidiaries’ external and internal institutional factors on the degree of employee empowerment practices adopted by these subsidiaries. Using hierarchical regression analysis, hypotheses were tested with a sample of 99 MNE subsidiaries operating in China. Findings The results show that both the informal institutions of the host country and the subsidiary’s characteristics play an important role in shaping the degree of empowerment practices adopted by MNE subsidiaries in China. Originality/value Employee empowerment practices have been increasingly used by MNEs to leverage human resources for organizational competitive advantage. Although a large body of work has studied a bundle of HRM practices as a whole adopted in MNE subsidiaries, there is a paucity of research on the specific empowerment practices in MNE subsidiaries. This research fills this important gap in the literature by investigating the institutional forces that influence the empowerment practices in MNE subsidiaries in China.

scholarly journals Meetings as a positive boost? How and when meeting satisfaction impacts employee empowerment

2016 ◽  
Vol 69 (10) ◽  
pp. 4340-4347 ◽  
Author(s):  
Joseph A. Allen ◽  
Nale Lehmann-Willenbrock ◽  
Stephanie J. Sands
Keyword(s):  
Employee Empowerment ◽  
Meeting Satisfaction

The central role of knowledge management in business operations

2015 ◽  
Vol 21 (5) ◽  
pp. 1117-1139 ◽  
Author(s):  
Dimitrios Chatzoudes ◽  
Prodromos Chatzoglou ◽  
Eftichia Vraimaki
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Self Report ◽  
Successful Implementation ◽  
Management Process ◽  
Content Type ◽  
Organisational Climate ◽  
Innovative Culture ◽  
The Impact

Purpose – Knowledge Management (KM) is a contemporary research field of high interest for both academics and practitioners. For more than 15 years, successful companies have used KM as their most valuable source of competitive advantage. The purpose of this paper is attempt to extend the existing empirical approaches (research models), by focusing on the process of KM and its diffusion throughout the organisation. Design/methodology/approach – The present study proposes a newly developed conceptual framework that adopts a four-step approach, highlighting four areas of interest that have never been simultaneously examined before: knowledge antecedents, KM process, KM outcomes (satisfaction from the KM process) and individual (employee) outcomes. The proposed conceptual framework is tested, using a structured questionnaire, in a sample of 211 bank employees. The reliability and the validity of the questionnaire were thoroughly examined, while research hypotheses were tested using the “Structural Equation Modelling” technique. Findings – The results revealed that companies with enhanced innovative culture and an organisational climate that facilitates cooperation between employees tend to promote and ultimately maximise knowledge diffusion. Moreover, a contribution of the present study is the empirical confirmation of the relationship between the proposed factor “satisfaction from the knowledge management process” and both organisational commitment and job satisfaction. Research limitations/implications – A limitation stemming from the adopted methodology is the use of self-report scales to measure the factors (constructs) of the proposed model. Moreover, the present paper lacks a longitudinal approach, since it provides a static picture (snapshot) of the application of KM within enterprises. Practical implications – The paper highlights-specific areas (factors) that companies should enhance in order to harvest the potential benefits of KM. According to the empirical findings, organisations should focus on their human capital when managing their knowledge processes. After all, employee satisfaction from the KM process is found to be crucial for enhancing their job satisfaction and job performance. Originality/value – The paper proposes an enhanced conceptual framework that incorporates critical issues concerning the successful implementation of KM, thus, providing valuable tools for decision makers and academics. Its originality lies in the nature of its approach. More specifically, the present study examines the impact of KM on individual-level (employee), something that rarely appears in the relevant literature. Additionally, it incorporates “satisfaction from the knowledge management process” as a significant outcome of the KM process, thus, enriching the literature of the field. Finally, it investigates the impact of three contextual factors (innovative culture, organisational climate, inter-functional coordination) on KM process (externalisation, internalisation, socialisation, combination), adopting an approach that acknowledges KM as a function (factor) that transmits contextual influence onto individual effectiveness. The results of the study may be generalised in other sectors with similar characteristics (knowledge-intensive and learning organisations, service sector companies, etc) and in other developed countries whose financial institutions face similar challenges as the ones in Greece.

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