PurposeThe purpose of this paper is to investigate whether females have different perceptions of diversity management and workplace happiness compared to their male colleagues. Furthermore, the paper explores whether diversity management perceptions mediate the relationship between workplace happiness and organisational citizenship behaviour.Design/methodology/approachA total of 260 questionnaires from a number of public hospitals in Egypt were analysed using both t-test and Structural Equation Modelling.FindingsWe found that female physicians perceive diversity management policies/protocols more positively than their male colleagues. Moreover, gender has no or little effect on physicians’ perceptions of workplace happiness. We also found that workplace happiness positively affects physicians’ organisational citizenship behaviour, and finally, diversity management practices can mediate the relationship between workplace happiness and physicians’ organisational citizenship behaviour.Practical implicationsWe believe that managers can raise the feeling of workplace happiness among their staff if they maintain some personal relationships with physicians, care about the physicians’ work/life balance, promote after work gatherings, initiate coffee time talks, encourage open communication practices and more.Originality/valueThe paper is based on the argument that although employees might be happy in the workplace through (engagement, job satisfaction, affective commitment), their happiness, however,will unlikely be reflected into a positive organisational citizenship behaviour towards their organisation, except (social exchange theory) they feel or perceive (equity theory) the overall practices of diversity management in that organisation positively. Thus, studying the mediating effect of perceptions towards diversity management is mainly our contribution.
Purpose The purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria. Design/methodology/approach The data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes. Findings TL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies. Practical implications The findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees. Originality/value While most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.
In this paper we investigate why responsible management education (RME) should become a necessity in Egyptian public business schools. A total of 80 academics from three universities were contacted and interviewed in six different focus groups. Three types of motives were identified from the interviews: extrinsic local, intrinsic school and extrinsic global, which inspired academics to believe in the importance of implementing RME in their business schools. Most respondents consider implementing RME is crucial to rebuilding their schools' legitimate and ethical role. Focusing only on academics rather than the executives of the selected business schools, is perceived to be a limitation. Moreover, addressing only public business schools and excluding private ones may limit the authors' ability to generalize results. Thus, the authors of this paper invite researchers from the fields of cultural diversity, CSR, sustainability and higher education (HE) to collaborate in producing more interdisciplinary and/or trans-disciplinary papers on the same topic. Future researchers may seek to investigate the perceptions of management in the addressed business schools. Replicating this study with private business schools in Egypt may be considered another research opportunity. The educational authorities need to develop a framework for implementing and assessing RME in public business schools. This paper contributes by filling a gap in HE management, responsible leadership, and sustainability literature in which empirical studies on RME and the responsible practices of academics have been limited so far.
Purpose-The purpose of this research is to examine the extent to which UK universities' achal international achievements match their strategic intent on internationalization. Design/methodology/approach-Both factor analysis and cluster analysis were applied on data collected from HESA (2001), and on the data collected from the mission statements of 117 universities by the use of the content analysis technique. Findings-The study shows that 74 per cent of UK universities' mission statements include international dimensions. In addition, 48 per cent of these universities are internationally active. Four groups of (international action-international mission) matrixes have been reached. These groups are "international winners group, international actors group, international speakers group, and international losers group". Research limitations/implications-This analysis is limited to only four variables taken in a single year 2001. Therefore, future research in this area is encouraged to employ more variables related to internationalization and to apply the analysis on longitudinal bases in order to get results that cover larger range of international aspects and allow observing the matrix development overtime. Practical implications-The study finishes with a location model which can be used as an important tool by university managers in conducting their international business. This model can also be employed in various sectors other than the higher education sector. Originality/value-The paper is the first classification carried out amongst UK universities in terms of internationalization. It is also the first of its kind in the higher education management literature in terms of both; the comprehensiveness in dealing with all the three phases of the strategy of internationalization and the nature of data it uses for this purpose.
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