The Characteristics of the Nursing Organizational Management Highlighted by COVID-19

The COVID-19 outbreak has raised awareness of the importance of increased motivation and resilience in nurses. To explore the level of nurse Job involvement in Z hospital in Zhuhai city of China, and the influence of Organizational justice and Organizational identity, a total of 125 nurses in Z hospital in Zhuhai city, Guangdong province, were selected by convenient sampling method and investigated with general information questionnaire, Organizational justice, Organizational identity,and Job involvement Scale. There were 114 valid questionnaires returned; The scores of nurse’s Organizational justice, Distributive justice, Procedural justice and Interactive justice, Organizational identity,and Job involvement were 3.532±0.581, 3.397±0.691, 3.487±0.729, 3.840±0.641 and 3.912±0.615 respectively. The score of organization justice positively correlated with the scores of Organizational identity (r=0.627, P<0.001), and positively correlated with the score of Job involvement (r=0.627,P<0.001). The scores of Organizational identity were positively correlated with the score of Job involvement (r=0.724,P<0.001). The results of regression analysis showed that Organizational justice, Organizational identity can positively affect nurses’ Job involvement, and explained 59.9% of the cumulative variance. At the same time,Organization identity played a partial mediating role between Organizational justice, as well as its three sub-dimensions and Job involvement. The scores of Organizational justice and Job involvement in selected nurses in Zhuhai are only a little higher than the average levels, which needs to be improved. The perceived Interactive justice is high while the Distributive justice is low. Nurses’ Job involvement and Organizational identity can be promoted directly by increasing Distributive justice, followed by Interactive justice and Procedural justice.

Green human resource management, green organization identity and organizational citizenship behavior for the environment: the moderating effect of environmental values

Purpose Green human resource management (GHRM) is a new management philosophy and pattern that applies the concept of “green” to human resource management, which plays an important role in realizing environmental goals and obtaining competitive advantage. Based on 201 effective samples from 3 manufacturing enterprises, this study investigates the relationship between GRHM, green organization identity (GOI), environmental values and organizational citizenship behaviors for the environment (OCBEs). The results show that GRHM has a significant positive impact on OCBEs, and GOI plays an intermediary role in the relationship between GRHM and OCBEs, and environmental values moderate the impact of GRHM on GOI and OCBEs. The findings have important theoretical implications for enterprises to achieve green development strategy. Design/methodology/approach This study selects three manufacturing enterprises certified by the environmental management system ISO14001, which meet the environmental protection requirements of the Chinese Government, local communities and customers. Through interviews and referring to enterprise documents, the researchers find that the enterprises have set environmental protection standards such as energy consumption, solid waste emissions, water consumption and waste recycling. The enterprises surveyed have adopted the GRHM practice, such as green training for employees, encouraging employees to participate in green activities and so on. This study collects data in two ways: on-the-spot and entrustment questionnaire distribution. In the first stage, the data of GRHM and environmental values were collected. A total of 277 questionnaires were distributed and 264 were sent back, among them 252 were valid. Findings GRHM has a positive impact on OCBEs. GOI mediates the influence of GRHM on the OCBEs, and environmental values moderate the effect of GRHM on organizational identity and OCBEs. Originality/value This paper investigates the effect and mechanism of GRHM in China and provides theoretical guidance for enterprises to implement green management effectively.

Says who? How the match between the social identity of organizations and their audiences increases perceptions of organizational authenticity

Research shows that people systematically prefer “authentic” organizations above organizations that are not deemed authentic. Yet, people who desire authenticity may also be unable to detect what is authentic. We propose that endorsement by audiences that match the organization’s identity may provide a useful cue for authenticity. Using an experimental approach, we test for audience effects in the context of online reviews about a restaurant’s authenticity and find that reviewers whose ethnic identity match the restaurant’s cuisine are more influential on third-party perceptions of authenticity and subsequent liking of the restaurant. These experiments demonstrate that the effect works through a stereotype-based inferred expertise mechanism, but do not provide support to the “mere presence” and “ingroup-homophily” mechanisms. We discuss the scope conditions of our theory and explore how our general theory of audience-organization identity match applies to organizations besides restaurants, to audience characteristic besides ethnicity, and to organizational characteristics beside authenticity.

Myth and Storytelling

Myth and mythologization have been accompanying organizations, their leaders, and even their products. Considering management, the history of an organization, its models, and underlying values undergo the process of mythologization. Myths are conveyed via storytelling. Considering the case of the Walt Disney Company, which has become a “narrative company,” the myth used to accompany its founder, who carefully developed it. Applied by the company and always present, storytelling has contributed to the corporate hegemony, strengthening a new marketing paradigm – “mythocracy,” a belief that an organization that has something to sell cannot do so without storytelling. At the same time, while the cultural heritage of Disney is fully commodified, storytelling becomes closer to propaganda. In the environment of digital media, a lot of our knowledge about an organization comes as a result of storytelling marketing, and the marketing-ization of an organization identity takes place. It usually occurs when the boundary between an organization and its receivers (producers) becomes blurred.

Intellectual Disability Policy as Developed, Expressed, and Evaluated in AAIDD/The Arc Joint Statements: The Role of Organization Position Statements

The American Association on Intellectual and Developmental Disabilities (AAIDD) and The Arc of the United States (The Arc) have a long history of joined efforts to develop, express, and evaluate disability policies. These efforts have resulted in a series of formal statements on critical issues such as education, healthcare, human rights, and criminal justice. Their joint efforts further important policy goals including providing clear strong communication about important policy values and directions, promulgating key principles of high quality supports and services, affirming best professional practices, and emphasizing personal outcomes. In addition, the joint efforts (a) affirm important aspects of organization identity; (b) enhance the organizations' abilities to assure the input of a wide variety of perspectives; (c) engage members' expanded ranges of experiences and talents; (d) multiply staff and leadership resources; (e) increase communication strength and avenues; and (f) establish processes for timely review and revision of policies as critical disability issues arise or change, and new opportunities for policy integration and advancement occur. This article describes the processes used to develop, express, and evaluate the position statements; summarizes the policy content of several joint statements; and discusses the role of these organization position statements.