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Book Review: The Oxford Handbook of Conflict Management in Organizations

also exploring both traditional and alternative forms of conflict management. Chapter five deals with collective bargaining and grievance procedures, with chapter nine also focused on grievance procedures, but from the specific perspective of non-unionised environments. In chapter six, there is an examination of third-party processes in employment disputes and chapter seven systematically deals with interest-based bargaining. Chapter eight looks at the burgeoning area of workplace mediation. Chapter 10 focuses on the unique role of the organisational ombudsman in

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The Quintessence of Organizational Commitment and Organizational Cynicism

References 1. Abdullah, A. G. K., Almadhoun, T. Z., Ling, Y. L. (2015). Organizational Empowerment and Commitment: The Mediating Effect of Psychological Empowerment // Asian Journal of Social Sciences, Arts and Humanities. Vol. 3, No. 2, pp. 1–7. 2. Abraham, R. (2000). Organizational Cynicism: Bases and Consequences // Genetic, Social, and General Psychology Monographs. Vol. 126, No. 3, pp. 269–292. 3. Abugre, J. A. (2017) Relations at Workplace, Cynicism and Intention to Leave: A Proposed Conceptual Framework for Organisations // International

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Overall Justice of Organization: from Decision Fairness to Positive Attitude of Employees

References 1. Ambrose, M. L., Schminke, M. (2009). The Role of Overall Justice Judgments in Organizational Justice Research: A Test of Mediation // Journal of Applied Psychology. Vol. 94, No. 2, p. 491-500. doi: 10.1037/a0013203. 2. Ambrose, M. L., Wo, D. H., Griffith, M. D. (2015). Overall Justice: Past, Present, and Future / In The Oxford Handbook of Justice in the Workplace, ed. R. S. Cropanzano, M. L. Ambrose - Oxford: Oxford University Press, p. 109-132. doi: 10.1093/oxfordhb/9780199981410.013.5. 3. Baron

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Development Trends in Motivation Factors Applied by Business Managers in Corporation

://doi.org/10.1016/j.sbspro.2013.12.916 . 15. Syafii, L. I., Thoyib, A., Nimran, U., Djumahir (2015). The Role of Corporate Culture and Employee Motivation as a Mediating Variable of Leadership Style Related with the Employee Performance (studies in Perum Perhutani) // Procedia - Social and Behavioral Sciences. Vol. 211, pp. 1142-1147. doi: 10.1016/j.sbspro.2015.11.152. 16. Šajbidorová, M. (2008). Leading Style as an Employees Motivation Equipment / In International Scientific Days 2008: Competitiveness and Economic Growth. European and national perspectives

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Ethics policies, perceived social responsibility, and positive work attitude

enhancing perceived social responsibility (full mediation)?, or do they directly impact work attitudes in concert with perceived social responsibility (partial mediation)? Consequently, the purpose of this study was to investigate, using a full mediation model, the impact of ethics training hours and a shared ethics code on the perceptions of social responsibility; the impact of perceived social responsibility on a positive job attitude, comprised of job satisfaction and an intention to stay, was also investigated. In addition, the relationships between the ethics

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Psychological contract breach and turnover intention: the moderating effects of social status and local ties

proximate and exposed to each other’s opinions and behaviours ( Marsden and Friedkin, 1994 ). Two primary mechanisms account for this convergence: cohesion and structural equivalence. Structural equivalence occurs through indirect exposure through intermediaries and has weaker effects (Erickson, 1988). Influence via cohesion occurs through direct (i.e. non-mediated) ties to others. Cohesion denotes frequent interaction and emotional closeness and offers ample opportunities for information sharing and social comparison. Over time, direct exposure to others’ opinions and

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Development Perspectives of the Social Group Cohesion in Reducing Social Loafing

Relationships Between Perceived Coworker Loafing and Counterproductive Work Behaviors: The Mediating Role of a Revenge Motive // Journal of Business and Psychology. Vol. 24, p. 257-270. doi: 10.1007/s10869- 009-9104-6 24. Ingham, A. G., Levinger, G., Graves, J., Peckham, V. (1974). The Ringelmann Effect: Studies of Group Size and Group Performance. Journal of Experimental Social Psychology. Vol. 10, No. 4, p. 371-384. 25. Ying, X., Li, H., Jiang, S., Peng, F., Lin, Z. (2014). Group Laziness: The Effect of Social Loafing on Group Performance

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Managerial Solutions that Increase the Effect of Group Synergy and Reduce Social Loafing

Research. Vol. 37, No. 3, pp. 217–232. doi: 10.1177/1046496406287311. 16. Høigaard, R., Tofteland, I., Ommundsen, Y. (2006b). The Effect of Team Cohesion on Social Loafing in Relay Teams // International Journal of Applied Sports Sciences. Vol. 18, No. 1, pp. 59–73. 17. Hung, T. K., Chi, N. W., Lu, W. L. (2009). Exploring the Relationships between Perceived Coworker Loafing and Counterproductive Work Behaviors: The Mediating Role of a Revenge Motive // Journal of Business and Psychology. Vol. 24, No. 3, pp. 257–270. doi: 10.1007/s10869-009-9104-6. 18

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Social Media Marketing – from Tool to Capability

, W., Wei, K. K., Hua, Z. (2013). The Impact of IT Capabilities on Firm Performance: The Mediating Roles of Absorptive Capacity and Supply Chain Agility // Decision Support Systems. Vol. 54(3), pp. 1452–1462. doi: 10.1016/j.dss.2012.12.016. 37. Malthouse, E. C., Haenlein, M., Skiera, B., Wege, E., Zhang, M. (2013). Managing Customer Relationships in the Social Media Era: Introducing the Social CRM House // Journal of Interactive Marketing. Vol. 27(4), pp. 270–280. doi: 10.1016/j.intmar.2013.09.008. 38. Mangold, W. G., Faulds, D. J. (2009). Social Media

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Microfoundations of dynamic capabilities for innovation: a review and research agenda

and experienced by employees ( Liao et al., 2009 ). Here, organisational climate can be viewed as critical mediating influence between organisational practices as intended by management and subsequent employee behaviours. This logic helps in further tracing the productivity pathway underpinning dynamic capabilities for innovation. Employee perceptions: the role of innovation climate An appreciation of innovation efforts at an employee level has been notably absent from research on dynamic capabilities ( Allen et al., 2015 ). In order to assess alignment of

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