We argue that the current environment in higher education is one of the primary drivers for the widespread adoption of concealment tactics with the aim of enhancing wellbeing. To explore the ...relationship between concealment and wellbeing, we draw upon Scott’s conceptualization of “hidden transcripts” and Keyes’s five dimensions of social wellbeing. Using a collaborative ethnographic approach, we examine a 2-year period of individual and collective inquiry by an eclectic multidisciplinary, international group of academics. Our empirical and theoretical contributions expose a complex and, at times, seemingly contradictory relationship between tactical concealments and relational wellbeing, with variously generative and destructive pathways between them. Our research offers a lens through which we can critically explore and extend our understanding of alternative pathways to wellbeing in organizational life.
This research investigates the impact of organizational culture, employee training, and internal communication on employee retention within the Indonesian manufacturing industry. Using a mixed-method ...approach, data were collected from 179 employees across various manufacturing firms in Indonesia. The results reveal significant positive relationships between organizational culture, employee training, internal communication, and employee retention. A strong organizational culture, effective training programs, and transparent communication channels were found to enhance employee satisfaction, engagement, and commitment, ultimately reducing turnover rates. Practical implications suggest that manufacturing firms in Indonesia should focus on fostering a positive culture, investing in training and development, and improving communication to retain talent effectively. These findings contribute to understanding the dynamics of employee retention in the Indonesian manufacturing context and provide actionable strategies for organizations aiming to enhance retention efforts and sustain long-term success.
In recent years, there has been a growing emphasis on environmental sustainability, resulting in the emergence of Green Human Resource Management (GHRM) practices. Studies have shown that the ...implementation of GHRM practices can enhance a company's Environmental Performance (EP) and promote the development of Enablers of Green Organizational Culture (EGOC), which can ultimately lead to sustained improvements in environmental performance over the long term. However, there is still a lack of research on Green Workplace Behavior (GWB) and Green Passion (GP). To address this gap, a study was conducted on a large-scale sample of 308 pharmaceutical workers. The study examined the dual mediation impact of major facilitators of Green Organization Culture and GWB on GHRM, and the regulation of GP. Smart Pls 3.0 was used for analyzing the measurement and structural model. The findings indicate that the dual mediation of EGOC and GWB, along with the regulation of GP, significantly enhances the EP levels of organizations. These findings have significant implications for pharmaceutical company managers who are interested in developing strategic HR strategies for sustainable development. The study's results provide guidance on how managers can motivate their employees to engage in green initiatives in their daily activities, and GHRM practices offer a practical way to enhance EP and sustainable development. However, the contribution of Human Resource Management to sustainable development remains limited in the literature. Therefore, it is important for businesses to recognize the significance of environmental sustainability and adopt GHRM practices to improve their EP levels. The environment and natural resources around the world have been severely impacted by the aggressive growth of human economic expansion, and there is an urgent need for social efforts to address this situation. The adoption of GHRM practices can help businesses to develop specialized skills and enhance their contribution to sustainable development. The literature suggests that GHRM practices are a viable and practical solution to enhance environmental performance and promote sustainable development.
We distinguish three organizational commitment (OC) processes (compliance, identification, and internalization) based on functional theory and examine whether the importance of these mechanisms ...varies with public servants’ OC levels. Our quantile regression results provide evidence for both the phased characteristics and common basis of OC. pay and promotion appropriateness have stronger positive associations with OC among low-committed employees, and public service motivation has a stronger positive association with OC among high-committed employees; compliance and intrinsic internalization processes are especially active at low and high commitment levels, respectively. On the other hand, group culture and transformational leadership as a common basis of OC has similar effects on the improvement of OC for all public servants, regardless of OC levels; identification and extrinsic internalization processes are important to a similar extent at all OC levels.
The existing literature shows that the knowledge and skills of managers and organizational culture are key elements to innovate. We present a model that explores the relationship of innovation with ...management skills and some elements of organizational culture. The study has selected indicators previously compiled from the literature, reorganized for the purpose of this research, and the model proposed here has been assessed using a multivariate technique. Through the method of Structural Equation Modeling there were tested and evaluated the causal relationships. We have used a representative survey of 416 companies, which was designed for executives working in different economic sectors. The results provide strong linkages between organizational culture and innovation and contribute clarifying to firms in peripheral regions how the strategies of cultural aspects are above the management skills of managers. Interestingly, management skills have a negative impact on innovations outcomes. This could be explained by the diffuse capabilities. The cultural elements operate at a deeper level, probably due to a deficit in the management and technical training in R&D&I of managers or to the absorptive capacity between employees. Although there is still no clear explanation for these negative senses, this can be a motivation for future analysis.
•The business community should accept the innovation is conditioned by organizational culture.•Traits of the management-driven organizational culture positively influence innovation performance.•The leadership style may have no or even a negative relationship to innovation.•Management skills have a negative impact associated with innovation performance.•Governments of peripheral innovation systems should incentive policies oriented to the cultural skills field.
Looking back over 30 years of my own and other safety-climate scholars’ research, my primary reflection is that we have achieved an enormous task of validating safety climate as a robust leading ...indicator or predictor of safety outcomes across industries and countries. The time has therefore come for moving to the next phase of scientific inquiry in which constructs are being augmented by testing its relationships with antecedents, moderators and mediators, as well as relationships with other established constructs. Whereas there has been some significant progress in this direction over the last 30 years (e.g. leadership as a climate antecedent), much more work is required for augmenting safety climate theory. I hope this article will stimulate further work along these lines.
In recent years, there has been an ongoing, worldwide debate about the representation of females in companies. Our study aimed to meta-analytically investigate the controversial relationship between ...female representation on corporate boards and firm financial performance. Following a systematic literature search, data from 20 studies on 3097 companies published in peer-reviewed academic journals were included in the meta-analysis. On average, the boards consisted of eight members and female participation was low (mean 14%) in all studies. Half of the 20 studies were based on data from developing countries and 62% from higher income countries. According to the random-effects model, the overall mean weighted correlation between percentage of females on corporate boards and firm performance was small and non-significant (r = .01, 95% confidence interval: -.04, .07). Similar small effect sizes were observed when comparing studies based on developing vs. developed countries and higher vs. lower income countries. The mean board size was not related to the effect sizes in studies. These results indicate that the mere representation of females on corporate boards is not related to firm financial performance if other factors are not considered. We conclude our study with a discussion of its implications and limitations.
Celotno besedilo
Dostopno za:
DOBA, IZUM, KILJ, NUK, PILJ, PNG, SAZU, SIK, UILJ, UKNU, UL, UM, UPUK
How to Make or Break Implicit Bias Instruction: Implications for Curriculum Development Gonzalez, Cristina M; Garba, Ramya J; Liguori, Alyssa ...
Academic medicine,
2018-November, Letnik:
93, Številka:
11S Association of American Medical Colleges Learn Serve Lead: Proceedings of the 57th Annual Research in Medical Education Sessions
Journal Article
Recenzirano
Odprti dostop
PURPOSETo analyze faculty experiences regarding facilitating discussions as part of the institution’s curriculum on racial and ethnic implicit bias recognition and management.
METHODBetween July 2014 ...and September 2016, the authors conducted 21 in-depth interviews with faculty who had experience teaching in implicit bias instruction or were interested in facilitating discussions related to implicit bias and the Implicit Association Test. Grounded theory methodology was used to analyze interview transcripts.
RESULTSParticipants identified challenges that affect their ability to facilitate instruction in implicit bias. Faculty described the influence of their own background and identities as well as the influence of institutional values on their ability to facilitate implicit bias discussions. They noted the impact of resistant learners and faculty during discussions and made suggestions for institutional measures including the need for implementation of formalized longitudinal implicit bias curricula and faculty development.
CONCLUSIONSFaculty facilitating sessions on implicit bias must attend faculty development sessions to be equipped to deal with some of the challenges they may face. Buy-in from institutional leadership is essential for successful implementation of implicit bias teaching, and medical educators need to consider formalized longitudinal curricula addressing the recognition and management of implicit biases.
Behavior of individuals and culture of organizations seem to explain their management models and their performance. This research investigated the interplay between the elements of organizational ...culture and the behavior of leaders in the area of controllership of large companies in Brazil. The population was composed of the 500 largest companies in Brazil as listed in the “Maiores & Melhores” specialized magazine, which had professional respondents in management positions in the controllership area. Data collection was performed through a questionnaire validated by six experts in the field. The final sample registered 53 of valid returns, collected in the period between August and October of 2019. Data were analyzed using descriptive statistics and Pearson’s correlation (SPSS software). The findings revealed that there is a significant relationship between elements of organizational culture and those linked to the behavior of leaders in the controllership area, mainly: i) among manager motivation, planning, execution and organizational control; ii) manager stress and planning, execution, control, technology and information systems, performance evaluation process and characteristics and skills of the company’s managers; iii) conscientiousness (manager), technology and information, communication and control systems.
El comportamiento de los individuos y la cultura de las organizaciones parecen explicar sus modelos de gestión y su desempeño. Esta investigación investigó la interacción entre los elementos de la cultura organizacional y el comportamiento de los líderes en el área de control de las grandes empresas en Brasil. La población estuvo conformada por las 500 empresas más grandes de Brasil, enumeradas en la revista especializada “Maiores & Melhores”, que contó con profesionales encuestados en puestos gerenciales en el área de contraloría. La recolección de datos se realizó mediante un cuestionario validado por seis expertos en la materia. La muestra final registró 53 de declaraciones válidas, recolectadas en el período comprendido entre agosto y octubre de 2019. Los datos se analizaron mediante estadística descriptiva y correlación de Pearson (software SPSS). Los hallazgos revelaron que existe una relación significativa entre los elementos de la cultura organizacional y los vinculados al comportamiento de los líderes en el área de contraloría, principalmente: i) entre la motivación, planificación, ejecución y control organizacional de los gerentes; ii) estrés gerencial y planificación, ejecución, control, tecnología y sistemas de información, proceso de evaluación del desempeño y características y habilidades de los gerentes de la empresa; iii) Conciencia (gerente), tecnología y sistemas de información, comunicación y control.
This study explores fathers' experiences with work–family conflict and their perceptions of how supportive the organizational culture at work is regarding fathers' work–family needs, and whether a ...family‐supportive organizational culture is associated with less work–family conflict. A total of 377 fathers working in private Swedish companies were surveyed. While a modest proportion of fathers experienced high levels of work‐to‐family conflict, less family‐to‐work conflict was reported. Further, fathers perceived little work–family support from top managers, supervisors, and co‐workers. Our results indicate that the cultures in the examined companies have norms that separate work and family from each other. Fathers seem likely to experience work–family conflict as long as the family‐supportive organizational culture, especially at the work group level, is not well‐developed. When fathers experience their work organizations as family‐supportive, they are likely to be better able to combine work and family and thus to help Swedes achieve a more gender‐equal society.
PDF
