Rhetoric of Game

Gamification ◽  
2015 ◽  
pp. 1545-1566 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Organizational Politics ◽  
Well Being ◽  
Employee Attitudes ◽  
Basic Premise ◽  
Group Relations ◽  
Organizational Policies ◽  
Attitudes And Behaviors ◽  
Organizational Policies And Practices ◽  
And Behaviors ◽  
Policies And Practices

The Tavistock method, commonly known as group relations, was originated from the work of British psychoanalyst Wilfred Ruprecht Bion. The Tavistock method's basic premise is that an aggregate cluster of persons becomes a group when interaction between members occurs. Within a group, there is organizational politics, and there are two features of organizational politic that should be considered when investigating its relationships with employee attitudes and behaviors. First, perceptions are more important than reality. Second, organizational politics may be interpreted as either beneficial or detrimental to an individual's well-being. Thus, organizational politics perceptions may result in differing responses to organizational policies and practices depending on whether politics are viewed as an opportunity or as a threat. How well one survives within an organization is correlated with how well one navigates these organizational politics. The Tavistock method is utilized as a game to assess and train individuals on organizational politics.

Rhetoric of Game

2014 ◽  
pp. 145-174 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Organizational Politics ◽  
Well Being ◽  
Employee Attitudes ◽  
Basic Premise ◽  
Group Relations ◽  
Organizational Policies ◽  
Attitudes And Behaviors ◽  
Organizational Policies And Practices ◽  
And Behaviors ◽  
Policies And Practices

The Tavistock method, commonly known as group relations, was originated from the work of British psychoanalyst Wilfred Ruprecht Bion. The Tavistock method's basic premise is that an aggregate cluster of persons becomes a group when interaction between members occurs. Within a group, there is organizational politics, and there are two features of organizational politic that should be considered when investigating its relationships with employee attitudes and behaviors. First, perceptions are more important than reality. Second, organizational politics may be interpreted as either beneficial or detrimental to an individual's well-being. Thus, organizational politics perceptions may result in differing responses to organizational policies and practices depending on whether politics are viewed as an opportunity or as a threat. How well one survives within an organization is correlated with how well one navigates these organizational politics. The Tavistock method is utilized as a game to assess and train individuals on organizational politics.

Supervisors as recipients and implementers of organizational change: evidence from an Indian chain hospital

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arash Mashhady
Keyword(s):  
Organizational Change ◽  
Organizational Support ◽  
Professional Relationships ◽  
Organizational Status ◽  
Content Type ◽  
Organizational Policies ◽  
Organizational Policies And Practices ◽  
A Chain ◽  
Change Attitude ◽  
Policies And Practices

Purpose Supervisors play an important role in the implementation of organizational policies and practices. This study aims to examine the role of supervisors as both recipients and main implementers of organizational change by investigating how supervisors’ relationship with organization would affect their attitude toward change (ATC) and how employees–supervisor relationship, as perceived by employees, would influence their reaction to change. Design/methodology/approach The influence of participation, perceived organizational support (POS) and mutual expectation clarity (MEC) on supervisors’ ATC was examined, along with the influence of leader–member exchange, perception of supervisor’s expressed ATC and also supervisors’ organizational status on employees’ ATC. Two studies were conducted in a chain hospital in India. Findings The findings suggest that supervisors’ ATC improved by higher participation, POS and MEC. Also, while employees’ change attitude was predicted by how they perceived their supervisors’ status, expressed reaction toward change and perception of employee–supervisor relationship, for employees who either perceived highly negative change attitude of their supervisors or believed that their supervisors had low organizational status, the employee–supervisor relationship had almost no effect on improving employees’ attitude. Originality/value Considering that supervisors often tend to engage in professional relationships with their subordinate employees, little is investigated on how, through the lens of relationships, supervisors may affect employees’ ATC. This paper attempts to make a difference by conducting two connected studies in a chain hospital to examine how supervisors – as recipients and implementers of organizational policies and practices – could influence employees’ ATC. The findings suggest managerial implications that could inform practitioners toward improvement of employee buy-ins for change programs.

Protests, Rallies, Marches, and Social Movements as Organizational Change Agents

2019 ◽  
Vol 21 (2) ◽  
pp. 150-174 ◽  
Author(s):  
Marie-Line Germain ◽  
Phyllis Robertson ◽  
Sarah Minnis
Keyword(s):  
Social Movements ◽  
Human Resource Development ◽  
Change Agents ◽  
Future Research ◽  
Organizational Changes ◽  
Power Structures ◽  
Organizational Policies ◽  
Organizational Policies And Practices ◽  
Policies And Procedures ◽  
Policies And Practices

The Problem Social movements can impact organizations and employees through changes in policies and procedures in the workplace. Measuring the degree to which collective protests, rallies, and marches have influenced organizational actions can be complex due to the variance in activist practices and the resistance or amiableness of organizations to change. The Solution Protests, rallies, and marches can create a disruptive stage for challenging and confronting organizational policies and practices that maintain power structures. Through the examination of the literature and the review of recent worldwide events, this article illustrates how social movements have affected organizations and led to organizational changes, illuminating change processes in established fields such as business. Specifically, we aim to answer how protests, rallies, and marches influence organizational policies and practices attributed to human resource development (HRD). We conclude by discussing how a recent social movement is applicable to the field of HRD and suggest areas for future research. The Stakeholders This article may be of interest to employees at all levels of the organization, researchers, and practitioners in the field of HRD.

The issue with issues management: Considering the emotional and gendered core of issues

2019 ◽  
Vol 8 (3) ◽  
pp. 299-317 ◽  
Author(s):  
Stephanie Madden
Keyword(s):  
Life Cycle ◽  
Social Issues ◽  
Issues Management ◽  
Organizational Policies ◽  
Organizational Policies And Practices ◽  
Management Literature ◽  
Guiding Questions ◽  
Policies And Practices

Issues managers have power over defining issues and legitimizing their importance. While discussion has increased about organizations taking a stand on polarizing social issues, there remains a gap in the issues management literature on how to address stigmatized issues, particularly those with a gendered component. This article offers a revised set of issues motivators that better encompass the gendered and emotional components of issues and guiding questions to assist issues managers in ensuring that organizational policies and practices are more inclusive. Finally, the emotional underpinnings of all phases of the issue life cycle are considered.

scholarly journals Perceived changes of specific attitudes, perceptions and behaviors during the Corona pandemic and their relation to wellbeing

2020 ◽  
Vol 18 (1) ◽  
Author(s):  
Arndt Büssing ◽  
Daniela Rodrigues Recchia ◽  
Rudolf Hein ◽  
Thomas Dienberg
Keyword(s):  
Life Satisfaction ◽  
Digital Media ◽  
Online Survey ◽  
Well Being ◽  
Cronbach’S Alpha ◽  
Satisfaction Scale ◽  
Cross Sectional ◽  
Cronbach's Alpha ◽  
Attitudes And Behaviors ◽  
And Behaviors

Abstract Background During the COVID-19 pandemic, most people had to cope with the restrictions of the lockdown, leaving them to their fears, insecurity and isolation. On the other hand, due to the unexpected ‘extra time’ there was room for new experiences and for personal reflections on what is essential in life, to perceive nature and relations more consciously etc. We, therefore, intended to analyze perceived changes of attitudes and behaviors during the time of lockdown, and whether these perceptions would contribute to personal wellbeing during the pandemic. Methods An anonym cross-sectional online survey was performed for data collection, using standardized questionnaires, i.e., the WHO-Five Well-being Index (WHO-5), Brief Multidimensional Life Satisfaction Scale (BMLSS), Awe/Gratitude scale (GrAw-7), and the newly developed Perceived Changes Questionnaire (PCQ). Results Within the number of respondents (n = 1277), women were predominating (67.5%). Participants’ mean age was 50.9 ± 14.9 years. Exploratory factor analyses showed that the 24-item Perceived Changes Questionnaire differentiated five factors that would account for 61% of variance: (1) Nature/Silence/Contemplation (Cronbach’s alpha = .87), (2) Spirituality (Cronbach’s alpha = .83), (3) Relationships (Cronbach’s alpha = .80), (4) Reflection on life (Cronbach’s alpha = .74), (5) Digital media usage (Cronbach’s alpha = .74). Strongest changes were observed for Relationships and Nature/Silence/Contemplation. Perceived changes were stronger among older persons, among persons with higher wellbeing, and among those who relied on their faith as a resource. These changes were predicted best by a person’s perception of wondering awe in distinct situations with subsequent feelings of gratitude. Stepwise regression analyzes revealed that participants’ wellbeing was explained best by low perceived burden and high life satisfaction (R2 = .46). Awe/gratitude, perceived changes in terms of Nature/Silence/Contemplation and low Reflections of live are further variables that would predict a person’s wellbeing among the COVID-19 pandemic. Conclusions During the Corona pandemic, people tried to find ways to adapt to the outcomes of the restrictions. The perceived changes of attitudes and behaviors can be interpreted in terms of a reappraisal strategy. These can be measured with the extended version of the PCQ which was found to have good quality indices and a plausible factor structure. The reported changes contribute to persons’ wellbeing only to some extend, indicating that they represent an independent quality of relevance in peoples’ life.

Volunteering: what drives and retains it? An analysis of motivational needs together with organizational policies and practices

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fouzia Ashfaq ◽  
Mattiullah Butt ◽  
Sehrish Ilyas
Keyword(s):  
Great Part ◽  
Vital Role ◽  
Research Approach ◽  
Content Type ◽  
Non Profit ◽  
Organizational Policies ◽  
Hr Practices ◽  
Organizational Policies And Practices ◽  
Research Findings ◽  
Policies And Practices

PurposeDrawing on expectancy theory, this research explores how and when volunteers’ motivational drives for volunteering relate to organizational policies and practices. The paper analyses four areas of motivational association – affiliation, beliefs, career development and egoistic motives – together with organizational human resource (HR) policies and practices.Design/methodology/approachThe study used a qualitative approach and through 17 interviews of the volunteer managers associated with 13 non-profit organizations (NPOs) examined that how through HR policies and practices, an NPO efficiently taps motivational drives of volunteers and maintains their spirit of volunteering.FindingsThe findings of the study indicated that the same behaviour may serve different functions for different individuals. Most of the motivational drives need to be tapped with specific tasks and events to become a source of fulfilment for volunteers, this plays a vital role in their decisions to continue volunteering. NPOs’ HR practices without volunteers’ motivation cannot serve any purpose. In the same vein, volunteers’ motivation cannot sustain for a longer period if it is not properly linked with organizational HR practices.Research limitations/implicationsThe research findings may lack generalizability because of the selected research approach.Originality/valueA great part of existing research, not previously captured in literature, is focussed on the assessment of the motivational underpinnings with respect to HR policies and practices.

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