Search results for "Organizational context"
showing 6 items of 6 documents
Why do Third Sector Employees Intend to Remain or Leave their Workplace?
2016
Third sector employees have claimed to enjoy high job satisfaction and low turnover intentions because their work is considered intrinsically rewarding. Employees have strong motivation for public service and they consider the organization’s goals as their own. This makes work meaningful and thus reduces turnover intentions. Changes in the third sector institutional environment, however, have intensified the working environment. This probably undermines job quality and thus increases turnover intentions. The analysis conducted among Finnish third sector employees showed that third sector employees report more turnover intentions than their counterparts in the public or private sector. This …
The Contribution of TQM to Organizational Ambidexterity: The State of the Art and Promising Research Streams
2015
The purpose of this chapter is to present the state of the art of research on the impact of TQM implementation on organizational ambidexterity. The widespread diffusion of TQM in organizations in all sectors and the already established importance of ambidextrous capability for achieving long-term competitiveness make understanding the connection between both fields a worthwhile objective. We underline the need to include in the analysis the broad and complex nature of TQM. Due to the interactions between its principles and practices, total quality management can act as a platform in creating an ambidextrous organizational context. We also underline the importance of clarity in research on t…
When grandiose meets vulnerable: narcissism and well-being in the organizational context
2020
Objective: In this article, we explore the implications of vulnerable narcissism in an organizational context, particularly with regard to work-related well-being and leader–follower interactions. ...
How time pressure is associated with both work engagement and emotional exhaustion: The moderating effects of resilient capabilities at work
2020
Resilience in the organizational context is a fruitful concept for understanding employees’ success in dealing with workplace adversity. Through a diary study, we have examined the interaction effects of time pressure and different work-related capabilities of resilience (i.e. emotional coping, comprehensive planning, positive reframing, and focused action) on emotional exhaustion and work engagement of employees. A sample of 79 employees (54.4% male) responded to two daily surveys (after work and before bedtime) for a period of five consecutive workdays. Results show that time pressure had a positive association with emotional exhaustion. Further, time pressure showed a positive associati…
Human resource function strategic role and trade unions: exploring their impact on human resource management practices in Uruguayan firms
2014
Organizations worldwide are confronted with different contextual constraints. Jackson and Schuler [1995, ‘Understanding Human Resource Management in the Context of Organizations and their Environments,' Annual Review of Psychology, 46, 237–264], in their classical review, highlight the importance of the impact of the internal and external organizational context on human resource management (HRM) practices. This paper uses data collected through a survey of firms located in Uruguay, in a context where HR function and trade unions have gone through significant changes, to determine their impact on the adoption of different HRM practices. The authors find that organizations with an HR function…
Broadening the concept of expectations in public relations
2015
Expectations have been connected to many central concepts of public relations research, yet, definitions of what is meant by expectations are lacking. This article aims to broaden the understanding of expectations by taking into account their multi-dimensional nature, suggesting that there are several explanations to expectations depending on what the expectation is based on. We suggest that in organizational context expectations are two-fold assessments of what is considered good or desirable (expectation tone ranging from positive to negative) and the confidence placed in the organization (organization-specific context ranging from high to low confidence). As a result of the conceptual re…