Espoused Values and Organizational Change Themes.

Kabanoff, Boris; Waldersee, Robert; Cohen, Marcus

doi:10.2307/256621

Cited by 218 publications

(70 citation statements)

References 38 publications

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“…Richard (2000) in his study conducted in the banking sector also found that employees who come from different cultural background had a positive impact on organizational productivity and contribute to organizational performance. This finding is also consistent with the arguments put forward by Kabanoff et al (1995) in which the employee satisfaction was claimed to lead to increased organizational productivity. This is also supported by Kirkman and Shapiro (2001) who also confirmed the relationship between teamed-employees with the productivity of an organization.…”

Section: The Relationship Between Employee Values On Productivity Valsupporting

confidence: 92%

Value-based performance excellence model for higher education institutions

Hamid

2014

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Organisational performance measurement method has shifted from measuring not only the tangibles aspect but also the intangibles aspects. Tangible aspects cover financial factors such as return on capital, cash flow and profitability, while the intangible aspects are related to non-financial factors such as the organisational core values. Therefore, this article aimed to test the performance excellence model based on core values indicators. This excellence model consists of six value-based performance criteria, which are leadership, culture, productivity-focused, employee-focused, stakeholder-focused and overall performance. Each criterion is measured using six core values of performance indicators. A total of 12 hypotheses have been put forward to test the relationships amongst the six criteria of excellence in the model. The model is analysed using structural equation modeling with AMOS software version 18.0 using maximum likelihood estimation. The questionnaire was developed and distributed to the respondents in Higher Education Institutions (HEIs) in Malaysia; out of 1,100 questionnaires distributed, 537 questionnaires were returned. The results of the modeling analysis revealed that the fit statistics of value-based performance excellence model for HEI is admissible. From the results, it is found that the leadership values have significant impact on the university culture values, employee values and the stakeholder values. Similarly, the culture values significantly affect the productivity values and employee values. Furthermore, employee values have significant influence on the productivity and stakeholder values. In addition, the productivity and stakeholder values significantly influence the university performance. However, the results of the study also found that there is no significant relationship between the leadership values and the productivity values, and between the culture values and the stakeholder values in the university settings. Furthermore, the relationship between the employee values towards university performance is found to be insignificant. From the study, it can be concluded that the relationships that are statistically significant and practically important should be given a due attention by the authorities in order to enhance the performance of the university through value-based indicators. InroductionIn an organisation, it is a common practice for things that are considered important to be measured, while those of less importance are not measured (Neely 1999). Previously, the performance of an organisation is based on financial-related measures, which are tangible in nature such as return on investment (ROI), cash flow, revenue and profitability (Mokhtar et al. 2008). Of late, however, the shift is towards intangible or non-financial measures as part of the performance measurement in the organisation, which includes quality, customer satisfaction, safety and values. In view of this, organisations have realised the importance of integrating both the financial and non-financial performa...

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Section: The Relationship Between Employee Values On Productivity Valsupporting

confidence: 92%

Value-based performance excellence model for higher education institutions

Hamid

2014

Qual Quant

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“…Managerial support for safety and importance of safety in the organization are considered the basis of safety climate. Kabanoff et al (1995) defined the criterion of beliefs as regards what was important for individuals and the entire organization. Perception of organizational values is important since it influences the way workers interpret policies, procedures, and practices.…”

Section: Occupational Health and Safety Managementmentioning

confidence: 99%

Effects of Occupational Health and Safety Practices on Organizational Commitment, Work Alienation, and Job Performance: Using the PLS-SEM Approach

Kaynak¹,

Toklu²,

Elçi³

et al. 2016

IJBM

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Recent occupational accidents urged enterprises to put more importance on occupational health and safety practices. The pressure by both the public authority and the business and social milieu has played an important role in it. The present study investigated occupational health and safety (OHS) practices in five dimensions, i.e. safety procedures and risk management, safety and health rules, first aid support and training, occupational accident prevention, and organizational safety support. A survey form was developed in order to investigate the effect of OHS practices on work alienation, organizational commitment, and job performance as a throughput of such practices. The data set obtained from private sector enterprises was analyzed by structural equation modeling using least squares method. The findings of the analysis suggested that such OHS practices as safety procedures and risk management, safety and health rules, first aid support and training, and organizational safety support had a positive effect on organizational commitment. Moreover, it was seen that safety and health rules and organizational safety support decreased alienation, where first aid support and training played a role in increasing work alienation. Finally, safety procedures and risk management, safety and health rules, and organizational safety support had indirect effects on job performance of the employees.

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“…Content analysis is a ''research method which draws inferences from data by systematically identifying characteristics within the data'' (Jones and Shoemaker, 1994). It presents the following advantages (Kabanoff et al, 1995): (1) non obtrusive characteristic (documents can be evaluated without the knowledge of the communicator), (2) use of a natural verbal expression as data base, (3) adaptability in longitudinal studies if texts are presented over long periods, (4) systematic and quantitative approach applied to qualitative data. A thematic analysis (the approach applied here) enables the researchers to identify content categories and trends from the text, and then draw inferences from them (Jones and Shoemaker, 1994).…”

Section: Content Analysismentioning

confidence: 99%