Career Needs and Career Values

Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior - Advances in Human Resources Management and Organizational Development ◽

10.4018/978-1-7998-1013-1.ch012 ◽

2020 ◽

pp. 240-260

Author(s):

Chi Maher

Keyword(s):

Organizational Culture ◽

Continuous Process ◽

Third Sector ◽

Social Enterprises ◽

Career Values ◽

Mediating Role ◽

Performance Accountability ◽

Career Needs ◽

And Behavior ◽

Attitudes And Behavior

This chapter explores the mediating role of organizational culture on managerial internal career needs and career values in small third sector social enterprises. Organizational culture refers to a set of basic assumptions in an organization such as symbols, artefacts, attitudes, and behavior as the way in which things are done in the organization. These assumptions are maintained in the continuous process of interaction in the organization. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the career management of members of the organization. Understanding the career needs and career values of managers helps organizations to develop strategies to retain quality managers which will enable them to deliver and fulfil performance accountability requirements associated with delivering public services.

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Understanding the Impact of Organisational Culture on Managers' Internal Career Needs

Advances in Human Resources Management and Organizational Development - Exploring the Influence of Personal Values and Cultures in the Workplace ◽

10.4018/978-1-5225-2480-9.ch014 ◽

2017 ◽

pp. 265-285 ◽

Cited By ~ 3

Author(s):

Chi Maher

Keyword(s):

Research Methodology ◽

Third Sector ◽

Organisational Culture ◽

Social Enterprises ◽

Career Management ◽

Career Needs ◽

The Impact

This chapter explores the influence of organisational culture on managerial internal career needs in small third sector social enterprises. Every organisation develops and maintains a unique culture, which provides guidelines and boundaries for the career management of members of the organisation. The research methodology was designed to allow the collection of data from three case study organisations and 24 operational managers working in these organisations. The qualitative findings of the study add to, and help to explain the inter-play between individual manager's internal career needs and organisational culture. Most importantly the findings suggest that when individual manager's internal career needs are closely supported by organisational culture, it increases their desire to stay with the organisation. The findings make an important contribution in the field of organisational career management.

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Using Binding Communication to Promote Conservation Among Hotel Guests

Swiss Journal of Psychology ◽

10.1024/1421-0185/a000160 ◽

2015 ◽

Vol 74 (3) ◽

pp. 169-175 ◽

Cited By ~ 3

Author(s):

Lohyd Terrier ◽

Benedicte Marfaing

Keyword(s):

Low Cost ◽

Communication Strategies ◽

Communication Strategy ◽

Communication Model ◽

Classical Communication ◽

Persuasive Message ◽

Sustainable Behavior ◽

And Behavior ◽

Attitudes And Behavior

This research applies the binding communication model to the sustainable communication strategies implemented in most hotels. The binding communication model links a persuasive message with the implementation of a low-cost commitment to strengthen the link between the attitudes and behavior of those receiving the message. We compared the effectiveness of a classical communication strategy (n = 86) with that of a binding communication strategy (n = 101) to encourage guests to choose sustainable behavior. Our results show that using the binding communication strategy generates significantly more sustainable behavior in guests than using the classical communication strategy. We discuss our results and suggest future avenues of research.

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Risk Attitudes and Behavior Among Norwegian Adolescents

European Psychologist ◽

10.1027/1016-9040.10.1.25 ◽

2005 ◽

Vol 10 (1) ◽

pp. 25-38 ◽

Cited By ~ 11

Author(s):

Hilde Iversen ◽

Torbjørn Rundmo ◽

Hroar Klempe

Keyword(s):

Public Health ◽

Traffic Safety ◽

Behavior Modification ◽

Health Programs ◽

Risk Attitudes ◽

Community Based ◽

Public Health Programs ◽

The Core ◽

And Behavior ◽

Attitudes And Behavior

Abstract. The core aim of the present study is to compare the effects of a safety campaign and a behavior modification program on traffic safety. As is the case in community-based health promotion, the present study's approach of the attitude campaign was based on active participation of the group of recipients. One of the reasons why many attitude campaigns conducted previously have failed may be that they have been society-based public health programs. Both the interventions were carried out simultaneously among students aged 18-19 years in two Norwegian high schools (n = 342). At the first high school the intervention was behavior modification, at the second school a community-based attitude campaign was carried out. Baseline and posttest data on attitudes toward traffic safety and self-reported risk behavior were collected. The results showed that there was a significant total effect of the interventions although the effect depended on the type of intervention. There were significant differences in attitude and behavior only in the sample where the attitude campaign was carried out and no significant changes were found in the group of recipients of behavior modification.

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If I Had Something to Add, I Would

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000255 ◽

2020 ◽

Vol 19 (2) ◽

pp. 86-96

Author(s):

Isaac A. Lindquist ◽

Emily E. Adams ◽

Joseph A. Allen

Keyword(s):

Job Attitudes ◽

Negative Effects ◽

Meeting Effectiveness ◽

And Behavior ◽

Attitudes And Behavior

Abstract. Most employees participate in workplace meetings, and their experiences in meetings can vary greatly, which can lead to positive or negative effects on both job attitudes and behavior. In this study, we examined the effect that a meeting attendee’s competence in the meeting topic had on their participation in the meeting and their perception of meeting effectiveness. Results indicated those with higher levels of competence in the meeting topic were more likely to participate and through participation found their meeting more effective; this relationship was stronger when employee dissent in the meetings was high. Leaders should ensure that those who are present in a meeting are competent in the topic of the meeting and encourage them to participate.

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