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What’s love got to do with it? Employee engagement amongst higher education workers

stress as they are aspects of the job that require employees to invest sustained effort to deal with them such as a high workload or an unfavourable physical environment ( Bakker and Demerouti, 2007 ). Job resources are helpful as they relate to the aspects of the work environment that employees perceive to be valuable in enabling them to do their job well, such as performance feedback, autonomy and social support ( Bakker and Demerouti, 2007 , 2014 ). The JD-R model argues that when employees have sufficient levels of job resources that help them cope successfully

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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

that the strength of social networks plays a pivotal role in employee responses to PCB. In social network research, organisations are viewed as clusters of people joined by a variety of links. Related research focusses on patterns of relationships among people rather than on people in isolation from one another ( Brass, 1984 ). Employees rely on colleagues in their network during times of perceived contract violation when trying to cope with circumstances such as radical change or organisational crises ( Krackhardt, 1992 ). It has also been found that employees

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Management educators in practice: to be critical or not to be critical, that is the question

the research. Some people made distinctions between themselves and other people in the critical community. Distinctions were also made between those who were more influenced by critical pedagogy and those who were more theoretically and politically influenced. Others were of the opinion that being critical involved a more pluralistic approach ( Fournier and Grey, 2000 ) rather than stressing your own political views. Therefore, will you be perceived as being someone who talks and theorises about criticality or works with it and is interested in what it means to

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Whistle-blowing and the employment relations implications of the ‘Protected Disclosures Act 2014’ in the Republic of Ireland

, 2003 ). The management of people on numerous issues is fraught with issues of perceived (un)fairness, (in)justice, and (in)equality ( Boxall and Purcell, 2011 ; O’Sullivan et al., 2015 ). Such complexities surrounding the management of people at work means that whistle-blowing, as a contemporary regulatory practice, is underdeveloped both conceptually and empirically. Kenny (2012) argues that there is a deficit with regard to the theoretical development of whistle-blowing. The personal stresses involved in disclosing a corporate wrongdoing or malpractice can

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Mutual Gains Success and Failure: Two Case Studies of Annual Hours in Ireland

only under a certain set of circumstances. In this paper, we examine two case studies where AH was introduced at around the same time. One case is a perceived success and a well-known exemplar of workplace partnership; the other is a perceived failure. We explore the capacity of AH to generate mutual gains and identify the factors that facilitate or constrain this. We find that many similar factors were present in both cases, although the process through which AH was introduced differed, with the successful company adopting a workplace partnership approach and the

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Managing interpersonal conflicts at work by line managers

Introduction Interpersonal work conflict refers to a disagreement among individuals. It is often associated with negative emotions due to a perceived divergence of views, goals, interests and proposed courses of action ( Darling and Walker, 2001 ). Conflict management is based on the principle that it is impossible (and not always desirable) to eliminate conflict and not all conflicts can be resolved, but learning how to manage work conflicts is beneficial for employees and the organisation (Dreu and Weingart, 2003; Teague and Roche, 2012 ). Traditionally

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

autonomy ( Amabile, 1993 ; Patterson et al., 2005 ), empowerment does not feature in the dynamic capabilities literature. A focus on these managerial interventions also finds support from the national survey of employers in Ireland ( Watson et al., 2010 ). This highlighted that organisational interventions in the form of empowerment, relational capital and learning had a significant positive effect on innovation outcomes. Yet while these strategies reflect the intention of management, equally important is the impact of such practices in terms of how they are perceived

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A discourse analysis of managerialism and trust amongst nursing professionals

, which considered an important leader characteristic. Research suggests that nurse managers play a significant role in positively and negatively influencing trust within health service organisations ( Calnan and Rowe, 2006 ; Tallman, 2007 ). Laschinger and Finegan (2005) found that organisational ‘restructuring’ in Canadian health service organisations led to decreasing levels of trust between nurses and managers. Low levels of trust can result in declining levels of morale and commitment, and increased levels of work-related stress amongst nursing professionals

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Management adaptation of business association services: long-term stability 1783-2012 and ‘change points’ for Irish chambers of commerce

organisations by Aldrich. Instead, three of the oldest chambers generally grew fastest in the upswing and retained most in the downswing. The exception to this trend was Limerick, the third oldest chamber, which remained remarkably stable through the whole period, responding to growth opportunities only from 2009. It is perhaps the leading example of a slow-responding incumbent. However, from 2009, it began to take strategic action. It feared the effects of the economic stresses on its members. It expanded services to raise user fees (mainly from certificates) and keep

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