Relational Attachment at Work: A Complementary Fit Perspective on the Role of Relationships in Organizational Life

2019 ◽  
Vol 62 (1) ◽  
pp. 248-282 ◽  
Author(s):  
Kyle Ehrhardt ◽  
Belle Rose Ragins
Keyword(s):  
Organizational Life ◽  
Relational Attachment

THE ROLE OF TENURE AND INCENTIVES ON EMPLOYEE BEHAVIOR

2021 ◽  
Vol 1 (1) ◽  
pp. 12-17
Author(s):  
Utami Puji Lestari ◽  
Ella Anastasya Sinambela
Keyword(s):  
Regression Analysis ◽  
Work Environment ◽  
Work Behavior ◽  
Employee Behavior ◽  
Private Bank ◽  
Organizational Life ◽  
Length Of Service ◽  
The Stability ◽  
Branch Office

Every company needs to pay attention and regulate employee behavior in the workplace so that the stability of organizational life is maintained in a conducive manner. Various efforts have been made to achieve this, such as providing incentives. By paying attention to the adaptation of employees in the work environment based on years of service. The purpose of this study is to determine the role of tenure and incentives that shape employee work behavior. The selected population is all employees who work at a private bank branch office in Surabaya. All employees other than the leadership at the bank were sampled as many as 49 people. Regression analysis to answer the purpose of this study with the help of SPSS. The results obtained are the length of service and incentives together and individually proven to have a role to shape employee work behavior. The variable of tenure is more dominant in shaping employee work behavior.    

scholarly journals SITUATIONAL LEADERSHIP AND THE ORGANIZATIONAL LIFE CYCLE: CASE STUDY IN A PATRONAL UNION

2019 ◽  
Vol 12 (3) ◽  
Author(s):  
Matias Trevisol ◽  
Fernando Fantoni Bencke ◽  
Luccas Santin Padilha ◽  
Darlan Jose Roman
Keyword(s):  
Life Cycle ◽  
Participant Observation ◽  
Situational Leadership ◽  
Third Sector ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Theoretical Contribution ◽  
Company Union

Studies involving the topics of organizational life cycle and situational leadership institutions in the third sector, as a union, was little explored in the literature. Moreover, recent changes in the Brazilian legislation brought new challenges to these organizations. This study seeks to fill these gaps, to analyze the role of leadership and organizational life cycle in a company union, linking theories against the employers' association. The metaphor of the organizations life cycle allows the analysis of organizations at different stages and, consequently, the role of leadership in the development of courses. The research was qualitative, used methods of case study and oral history, and descriptive and exploratory. Data collection used documental analysis, non-participant observation and in-depth interviews with seven leaders who experienced the historical trajectory of the institution. Among the main contributions of this study, it stands out as a theoretical contribution, the association of situational leadership theories and the organizational life cycle in a union representation institution, still little explored in the literature. Among the practical contributions highlight the situational leadership as alternative for sustainability for organizational cyclic life of a union, which now depend on its resources and internal management capabilities for their survival.

Conscience and its Counterfeits in Organizational Life: A New Interpretation of the Naturalistic Fallacy

2000 ◽  
Vol 10 (1) ◽  
pp. 189-201 ◽  
Author(s):  
Kenneth E. Goodpaster
Keyword(s):  
Deep Level ◽  
Organizational Ethics ◽  
Naturalistic Fallacy ◽  
Organizational Life ◽  
Ethical Awareness ◽  
Organizational Settings ◽  
Moral Systems ◽  
New Interpretation ◽  
Level 2

Abstract:This paper explains and defends three basic propositions: (1) that our attitudes (particularly American attitudes) toward organizational ethics are conflicted at a fairly deep level; (2) that in response to this conflict in our attitudes, we often default to various counterfeits of conscience (non-moral systems that serve as surrogates for the role of conscience in organizational settings); and (3) that a better response (than relying on counterfeits) would be for leaders to foster a culture of ethical awareness in their organizations. Some practical suggestions are made about fostering such a culture, and a comparison is made between this late-20th-century response to the problem of counterfeits and the classic “naturalistic fallacy” identified in early-20th-century ethics by G. E. Moore.

Critical Management Studies and Paradox

2017 ◽  
Author(s):  
Koen van Bommel ◽  
André Spicer
Keyword(s):  
Queer Theory ◽  
Research Agenda ◽  
Organizational Life ◽  
Organizational Processes ◽  
Critical Management ◽  
Progressive Force ◽  
Almost All ◽  
Theoretical Pluralism ◽  
Critical Management Studies

This chapter examines the role of Critical Management Studies (CMS) in the exploration of paradoxes in organizations. CMS focuses on the study of paradoxes in organizational life and aims to address these paradoxes in order to reveal and question structures of oppression and contribute to a progressive force for emancipatory change. The paradoxical aspects of CMS are discussed and various paradoxes addressed by its scholars are explained. These paradoxes are examined from diverse theoretical traditions such as feminism, queer theory, colonialism, and the work of Marx, Weber, and Foucault. Notwithstanding this theoretical pluralism, CMS’ aim is to uncover the often unseen dynamics that shape almost all core organizational processes. The value of considering paradoxes from a CMS perspective is also discussed. Finally, suggestions about how to locate and examine hidden paradoxes are offered and a research agenda around CMS and paradox is presented.

scholarly journals Sensemaking in and around Organizations

Management ◽  
2019 ◽  
Author(s):  
Lee Watkiss ◽  
Jungsoo Ahn
Keyword(s):  
Social Construction ◽  
Organizational Behavior ◽  
Cognitive Processes ◽  
Organizational Theory ◽  
Strategic Change ◽  
The Political ◽  
Organizational Life ◽  
Theoretical Perspectives ◽  
The Social

Sensemaking is one of the main theoretical perspectives that is used to understand both social cognition within organizational theory and the social construction of organizational behavior. Initial scholarship focused on the cognitive processes of sensemaking; discursive approaches followed in order to understand how actors come together to coordinate action. In recent years, the scope of the sensemaking perspective has expanded to account for the role of affect as well as to consider the political nature of sensemaking. Although sensemaking is most closely informed by ideas in social psychology and management, it also draws from cognitive psychology, symbolic interactionism, and ethnomethodology. The first section provides an introduction to sensemaking, including introductory works, overviews, and reviews. Next, the journals where sensemaking research is published are highlighted. This is followed by a review of the primary and emerging approaches to sensemaking. We conclude with a discussion about sensegiving, a related construct, and how a sensemaking perspective informs other areas of organizational theory, including strategic change, organizing, and symbolic approaches to organizational life.

scholarly journals Interplay of Leadership Styles, Employees' Performance and Organizational Life Cycle

2019 ◽  
Vol IV (IV) ◽  
pp. 389-397
Author(s):  
Mujahid Hussain ◽  
Amna Niazi ◽  
Kanwal Iqbal Khan
Keyword(s):  
Life Cycle ◽  
Leadership Development ◽  
Leadership Styles ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Democratic Leadership ◽  
And Performance ◽  
The Relationship

The study investigates the moderation role of Organizational Life Cycle (OLC) stages on the relationship between leadership styles and employees' performance. The study remained restricted to four basic leadership styles, namely authoritative, democratic, transformational and transactional styles. The findings of the study are (1) OLC stages have no significant impact on the relationship between transformational style and performance employees and on the relationship between transactional style and performance of employees (2) OLC stages have a significant impact on the relationship between authoritative styles and performance employees and on the relationship between democratic leadership styles and performance of employees. Findings can be used in the hiring of new leadership by organizations and in the deciding priorities of leadership development as per the stages of OLC. It is expected that the findings of the study are generalizable due to the size of the sample and the extensiveness of the study.

Between change and reproduction

2017 ◽  
Vol 6 (3) ◽  
pp. 177-189 ◽  
Author(s):  
Jette Ernst
Keyword(s):  
Design Methodology ◽  
Organizational Life ◽  
Hospital Organization ◽  
Hospital Department ◽  
Content Type ◽  
Professional Boundaries ◽  
Practice Redesign ◽  
Organizational Ethnography ◽  
Danish Hospital

Purpose The purpose of this paper is to examine the role of organizational space in attempts at practice redesign and innovation that involve a break with the traditional professional boundaries in a recently established Danish hospital department. Design/methodology/approach Organizational ethnography combined with Bourdieusian theorization. The data used for this paper are derived from 13 months of ethnographic fieldwork. The author performed participant and meeting observations combined with interviews and the reading of internal and external documents. Findings Despite the department’s attempts at pursuing practice redesign and innovation by breaking with the institutionalized professional boundaries as well as role hierarchies, and emphasizing collaboration between nurses and doctors, the paper demonstrates how the attempts at change meet invisible impediments in practice and how organizational space plays an important yet, overlooked part in reproducing field tradition. Originality/value By virtue of Bourdieusian theorization in combination with organizational ethnography, the paper contributes with unique insights into a seldom studied part of hospital organization, which is how organizational space, rather than being a backdrop for organizational life, is constructed and used by professionals whose habitus renders this space an active component in delimiting professional work as well as the scope of change.

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