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Unethical Behaviour in Nigerian Organizational Settings: Its Evolution, Dimensions and Impact on National Development  [cached]
Leonard I. Ugwu
Asian Social Science , 2011, DOI: 10.5539/ass.v7n2p20
Abstract: A disturbing but unavoidable fact of organizational life is that employees sometimes engage in ethically questionable activities that harm their companies, their co-workers, or the general public. Unethical behaviour in the workplace can take different dimensions ranging from lying, cheating, stealing, sabotage, corruption, to hiding or destruction of official documents. The paper traced the origin of employees’ unethical behaviour to the undesirable activities of the colonialists and the corresponding employees’ tacit resistance that manifested in the form of unethical behaviour. The employees’ undesirable activities were designed to reduce the perceived input-outcome differentials that favoured the colonialists. The questionable ethical activities of the employees have the potential of slowing down the pace of economic development and tarnish the image of the organizations, with gross reduction in public confidence, which invariably deter investors. Consequently, the economic costs of such unethical behaviour in the workplace cannot easily be estimated, but it is likely that billions of Naira is lost annually. The paper contends that individual value system, organizational practices, and wider external environments are some influential factors of unethical behaviour, and therefore, recommends periodic workshops, seminars, and ethics training for employees so that they can internalize high ethical standards in their daily behaviour.
Universitas Psychologica , 2006,
Abstract: In order to make evident the instrumental nature of the concept of culture applied to organization, thisessay develops a comprehension of the concept of organizational culture. This effort is important becausethe concept of organization itself implies a construction of a social order from meanings becominghegemonic in the framework of a particular context. Organizational Psychology, even with its neutralitypretension, is not innocent about the instrumental role that social sciences have had in the organizationalarena; however this essay introduces alternatives from critical approaches that allow ways of comprehensionand why not, intervention from perspectives explicitly political.
Organizational design and knowledge performance: An empirical study  [cached]
Enrique Claver-Cortés,Eva María Pertusa-Ortega,Patrocinio Carmen Zaragoza-Sáez
Intangible Capital , 2008,
Abstract: The paper analyzes how the traditional variables that define a firm’s organizational structure (formalization, complexity, and centralization) influence knowledge performance (the degree to which a firm generates knowledge and uses it to reach a competitive advantage). Three hypotheses are tested using a sample of 164 large Spanish firms. The results show that organizational complexity and centralization exert a positive and a negative influence, respectively, on knowledge performance, which confirms the two hypotheses related to these variables. However, the analysis reveals no empirical evidence to confirm the hypothesis that formalization and knowledge performance are related positively.
Universitas Psychologica , 2007,
Abstract: Based on three key psychological concepts: learning, culture and meaning, the present essay proposes a conceptualbase frame, oriented toward the understanding of development in organizations into current milieu ofcompetitiveness and temporality, of the relationships among people working into them. The organizations whichare typically embedded in a context of values, needs and symbols that made up their cultures, must evolve in orderto face the demands for new developments and change, to which they are forced to. The concept of “meaning of theculture”, is presented as the base over which is build and rooted the organizational learning - in a technical and socialsense. The different types of learning are the ways in which the organizations satisfy the requirements coming fromtheir environments, in front of which must generate knowledge and consequently, new products and services,based on the people that form such organizations. The people that belong and constitutes the organization, incircumstances of temporal cohesion and within temporary working networks, must achieve results and to beadjusted to these new working and organizational facts, developing self-management and autonomy, in order tosignify and get adapted into the cultural tissue.
Organizational Climate and its Effects on Organizational Variables: An Empirical Study  [cached]
Jianwei Zhang,Yuxin Liu
International Journal of Psychological Studies , 2010, DOI: 10.5539/ijps.v2n2p189
Abstract: This study investigated the characteristics of organizational climate and its effects on organizational variables. Investigation of 419 participants including both managers and employees indicated as follows: educational level, position and length of time working for the current organization had significant main effects on organizational climate; specialty, enterprise character and enterprise size also had significant main effects on organizational climate; organizational climate had significant main effects on human resources management effectiveness such as turnover intention, job satisfaction and work efficacy; organizational climate also had significant main effects on organization effectiveness like staff members’ organization commitment and collective identity.
Development of Framework Linking Organizational Virtuousness and Pro-Social Rule Breaking: From the Perspective of Social Information Processing  [PDF]
Xian Zeng
Open Journal of Social Sciences (JSS) , 2018, DOI: 10.4236/jss.2018.66008
Based on the theory of social information processing, this research develops a conceptual model linking organizational virtuousness perception and pro-social rule breaking. In this model, organizational virtuousness perception of employees positively affects the pro-social rule breaking via psychological empowerment; Proactive personality positively moderates the indirect effect of organizational virtuousness perception on pro-social rule breaking though psychological empowerment. The proposed conceptual framework reveals the functional mechanism of organizational virtuousness perception on pro-social rule breaking from cognitive perspective and discusses individual character’s moderating role, which helps identify research gap and advance further knowledge development in organizational virtuousness.
An Empirical Assessment of Demographic Factors, Organizational Ranks and Organizational Commitment  [cached]
Adnan Iqbal
International Journal of Business and Management , 2010, DOI: 10.5539/ijbm.v5n3p16
Abstract: This study investigated the relationship between demographic factors (age, tenure and level of education) and organizational commitment. The data was collected from the knitwear organizations in Lahore and Faisalabad, Pakistan. Five set of questionnaire per organization were distributed to assess the perceived employees’ commitment through self reported Organizational Commitment Questionnaire (OCQ) and biographical factors form. The results of the data showed that length of service is significantly associated with organizational commitment, whereas, education level is negatively correlated with organizational commitment. Furthermore, no significant correlation was found between organizational commitment and age. The results of this study also showed that the managers and the supervisors are more committed than the workers. The findings suggested that top management might be able to increase the level of commitment in the workers by increasing employee satisfaction with compensation, policies, training, and working conditions. Furthermore, managers can increase organizational commitment by communicating that they value employees’ contribution and that they care about employees’ well being.
Beyond task performance: the concept of organizational citizenship performance  [PDF]
Dan Ispas,Walter C. Borman
Psihologia Resurselor Umane , 2008,
Abstract: In this paper, we describe the construct of citizenship performance and briefly review some of the industrial and organizational psychology research on organizational citizenship. We discuss the history, the dimensionality, the antecedents, consequences and implications for practice, and also provide a critical analysis. The conclusions of this review are that citizenship performance is important for contemporary organizations and contemporary trends suggest it will continue to be important in the future. We encourage further research in the area of citizenship performance in other cultures beyond the US.
The IT Impact on the Productivity and the Organizational Performance of Firms in Romania. A model of Empirical Analysis
Risk in Contemporary Economy , 2011,
Abstract: The paper propose an analysis based on an empirical model of IT impact on firms performances of Romania. There are presented the model, the equations of the model and the results of statistical processing. All these shown that the ICT impact on firm performance is greater and positive if the information technologies are accompanied by a proactive management policy and an organizational culture.
Empirical Study of the Effect of Conflict on Organizational Performance in Nigeria  [PDF]
O M Hotepo
Business and Economics Journal , 2010,
Abstract: The purpose of this study is to investigate the effect of organizational conflict on organizational performance. This was carried out by investigatingthe causes, types, reason and strategies for managing conflicts in some selected service organizations in Nigeria, with a view of coming out withways of improving their performance and productivity. The study employs descriptive research design and uses questionnaire to collect data from96 managers in some selected Airlines, Road Transport and Insurance companies in Lagos Metropolis. The research revealed that limited resourcesis the major cause of conflict and that conflicts have both negative and positive effects on organization, but when managed properly, the positiveeffects can be used to encourage organizational innovativeness and build cooperation among the employees.
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