scholarly journals Deconstructing the ‘Aporias’ of Employee Codes of Conduct: The Zimbabwean Experience.

2014 ◽  
Vol 5 (1) ◽  
pp. 138
Author(s):  
Langtone Maunganidze
Keyword(s):  
Organizational Culture ◽  
Public Sector ◽  
Industrial Relations ◽  
Codes Of Conduct ◽  
The Real ◽  
Ethical Organizational Culture ◽  
Employee Discipline

<p><strong><span style="font-family: Times New Roman;">Abstract </span></strong></p><p><span style="font-family: Times New Roman;">Employee codes of conduct have remained one of the most favoured templates for governing employee discipline and sustaining an ethical organizational culture in most contemporary establishments. However the numerous challenges and contradictions that confront both the construction and administration of the instrument have recently attracted a heightened interest from both scholars and industrial relations practitioners. Based on the findings from five selected Zimbabwean public sector firms, this paper mounts a critique of codes of conduct through the foil of postmodern deconstructionism and advances that there are <em>aporias; </em>that is,<em> </em>tensions and irresolvable contradictions between the logic and rhetoric of codes of conduct and their practice. The paper further argues that the codes are in a predicament rendering them to be at best only partially accurate and at worst misleading descriptions of the real organizational culture. The <em>aporetic</em> nature of codes of conduct as experienced by the variability and contradictions in their application creates possibilities of uncertainty and limitations in the management of employee discipline. </span></p><p><span style="font-family: Times New Roman;"><strong>Keywords</strong>: aporia, code, deconstruction, discipline, ethics, postmodern</span></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p><p><strong><span style="font-family: Times New Roman;"> </span></strong></p>

Up the Garden Path? Enterprise Bargaining and Decentralization in the NSW Public Sector

1995 ◽  
Vol 37 (2) ◽  
pp. 203-217 ◽  
Author(s):  
Michael O'Donnell
Keyword(s):  
Public Sector ◽  
New South ◽  
Industrial Relations ◽  
New South Wales ◽  
Green Paper ◽  
Garden Path ◽  
Reform Agenda ◽  
The Public ◽  
South Wales ◽  
The Impact

Decentralizing industrial relations within New South Wales is a central recom mendation of the Niland Green Paper (1989). Decentralism also represents the cornerstone of the New South Wales government's industrial relations reform agenda enshrined in the New South Wales Industrial Relations Act 1991. To date there has been little analysis of the impact o f this legislative change on industrial relations in the New South Wales public sector. This paper provides a case study that examines the degree to which responsibility for bargaining has been devolved within the Parks and Gardens of the New South Wales Ministry for the Environ ment. It argues that, in contrast to the rhetoric of the New South Wales Act, the central agency presiding over the introduction of enterprise bargaining in the public sector, the Public Employment and Industrial Relations Authority; has been reluctant to delegate responsibility to parties in the workplace.

Organizational Culture as a Predictor of Managerial Motivation in Indian Public Enterprises

2009 ◽  
Vol 34 (4) ◽  
pp. 451-470
Author(s):  
V. N. Srivastava
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Public Sector ◽  
Research Study ◽  
Strong Predictor ◽  
Employee Motivation ◽  
Public Enterprises ◽  
Independent Variables ◽  
Several Variables ◽  
Policies And Practices

Organizational culture has become a widely researched topic and efforts to understand the phenomena surrounding managerial motivation have been even more widespread. The most important reason for this is that employee motivation continues to be a big problem and organizational culture plays an important role in determining employee motivation. Organizational Culture is a deeply rooted phenomena, which is the end — product of several variables, most of them being the offshoots of HR policies and practices. The present research study attempts to find out the predictors of managerial motivation in Indian Public Enterprises with the help of some newly constructed scales of organizational commitment and organizational culture. Organizational commitment is treated as dependent variable and 11 dimensions of organizational culture are used as independent variables. The study is carried out on a sample of 72 managers from two well-known public enterprises. The major finding of the study is that two completely different sets of predictors are at work in different organizations in the two public sector enterprises. Even though organizational culture is found to be a strong predictor of managerial motivation in each organization, the particular dimension of culture that influence motivation is found to be organization specific.

Public sector values: between the real and the ideal

2013 ◽  
Vol 20 (4) ◽  
pp. 586-606 ◽  
Author(s):  
Rachel Gabel-Shemueli ◽  
Ben Capell
Keyword(s):  
Public Sector ◽  
The Real ◽  
The Ideal

scholarly journals Public Sector Organizational Culture: Experience from Frontline Bureaucracies

2021 ◽  
Author(s):  
Md. Morshed Alom
Keyword(s):  
Organizational Culture ◽  
Public Sector ◽  
Well Being ◽  
Four Dimensions ◽  
Attitudes And Practices ◽  
Public Sector Organization ◽  
Culture Dimensions ◽  
Different Dimensions ◽  
Team Orientation ◽  
Health And Well Being

This chapter discusses the practice of organizational culture by the frontline bureaucrats in Bangladesh. Culture scholars argue that organizational culture—commonly defined as the beliefs, values, attitudes, and practices of the members of an organization—is a powerful force in determining the health and well-being of an organization. Scholars also suggest the existence of different dimensions of organizational culture. Although they do not agree in naming these dimensions, commonalities are found in their understanding. How organizational culture is practiced by the frontline bureaucrats in Bangladesh has not been studied much. A study was designed to know how the frontline public bureaucrats practice organizational culture and how they differ in their practices along their service lines. Four dimensions of organizational culture—power distance, uncertainty avoidance tendency, participation, and team orientation—were considered. The chosen culture dimensions impact the overall management of any public sector organization. Three hundred and twenty-six frontline public bureaucrats were studied using a survey questionnaire. Both descriptive and inferential statistics have been used for analyzing the collected data. Findings from independent samples t-tests revealed that the frontline bureaucrats significantly differ along their service lines in practicing the culture dimensions.

scholarly journals Trade Union Practices in the EU and Latvia: Experience for Eastern Partnership Countries

2014 ◽  
Vol 4 (2) ◽  
pp. 99-118
Author(s):  
Sergejs Stacenko ◽  
Biruta Sloka
Keyword(s):  
Public Sector ◽  
Trade Union ◽  
Trade Unions ◽  
Industrial Relations ◽  
Comparative Approach ◽  
Eastern Partnership ◽  
The Public ◽  
Social Dialogue ◽  
Eastern Partnership Countries ◽  
The Eu

AbstractThe article will show major dimensions in the experience of EU Member States that could be shared with the Eastern Partnership (EaP) countries. The framework of the study is the EU concept of trade unions in social dialogue and social partnership in the public sector. This study outlines the concept of social dialogue as a core element of industrial relations and will focus on industrial relations specifically in the public sector. The authors have elaborated the approach to industrial relations and social dialogue taking into account comparative approach to definitions provided by international institutions such as ILO and OECD, as well as institutions in the EU and Latvia. Latvia is also a case study for Eastern Partnership countries as these countries and their trade unions are in a transition period from socialist structures to structures that possess liberal economies. Trade unions in these countries are members of the International Trade Union Confederation. The major transformation that trade unions underwent from being part of the socialist system and becoming an independent institution since Latvia regained independence in 1991 has been studied. The paper discusses the current developments related to the position of Latvian Free Trade Union Federation in the system of decision-making process related to the public administration management. Finally, the prospective role of trade unions in the EU and in Latvia is analysed and possible revitalisation of trade union is discussed. This approach could be applied to the Eastern Partners of the EU.

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