Professionalism, organizational‐professional conflict and work outcomes

Shafer, William E.; Park, L. Jane; Liao, Woody M.

doi:10.1108/09513570210418888

Cited by 75 publications

(110 citation statements)

References 44 publications

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“…Professionals and their employers may sometimes be strategically misaligned in terms of the goals, values and intent fostered and pursued by the professional and the organisation respectively (Bowen et al, 2007;Gamage, 2006;Shafer et al, 2002). There appears to be a distinctly different focus in the goals of the professional and that of the employing organisation as a result of differences in what society, stakeholders and the organisation regard as important determinants of their respective goals (Brooks, 2001).…”

Section: Organisation-professional Conflictmentioning

confidence: 99%

“…Although various professions differ in terms of their subject matter, previous research on the nature and extent of OPC has shown that the predominant factors contributing to OPC are similar. Power tensions between the bureaucratic and hierarchical organisational structures and the need of professionals for autonomy and independence, seem to be the leading causes of conflict (Brandsen, 2009;Gamage, 2006;Gunz & Gunz, 2008;Shafer, 2002;Shafer, Park & Liao, 2002). There is, however, a paucity of research on the phenomenon of OPC.…”

Section: Introductionmentioning

confidence: 99%

“…In research conducted by Shafer et al (2002), the authors aimed to assess OPC and professionalism in general by utilising the Halls Professionalism Scale. Their research focused on the behavioural implication of OPC on professionalism.…”

Section: Introductionmentioning

confidence: 99%

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Measurement of Organisation-Professional Conflict in the industrial psychology profession

2012

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Orientation: Professionals, employed in organisations, operate within professional and organisational contexts serving different stakeholders. Subsequently, professionals may experience tension or conflict between their role as professional and employee.Research purpose: To establish the measurement of the perceptions and experiences of industrial psychology (IP) professionals, employed in South African organisations, with regard to Organisation-Professional Conflict (OPC) as well as the antecedents associated with this phenomenon.Motivation for the study: Although the extent to which professionals experience OPC is well documented for medical and accountancy professionals, the extent to which IP professionals experience this phenomenon remains unclear.Research design, approach and method: A structured questionnaire was developed and applied as a cross-sectional survey to all registered South African IP professionals employed in organisations. Responses based on the N = 143 self-selecting respondents were captured and utilised for statistical analysis.Main findings: OPC in the IP profession can be considered as the incongruence between professional organisational roles and duties, and their responsibility to adhere to professional obligations. Professional autonomy and strategic alignment were found to mitigate the occurrence of OPC, whereas power tension and compromise of professionalism seem to exacerbate the occurrence thereof.Practical/managerial implications: The research might create an awareness of the existence of OPC amongst the respective stakeholders. Knowledge of OPC may have implications for professionals who render their professional services to organisations.Contribution/value-add: The findings may inform formal professional associations, industrial psychologists employed by organisations, their employing organisations, and the governing board, about the nature and extent of OPC.

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Section: Organisation-professional Conflictmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Measurement of Organisation-Professional Conflict in the industrial psychology profession

2012

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“…Instrumen kepuasan kerja diadopsi dari Brayfield dan Rothe (1951) dalam Shafer (2002). Instrumen ini terdiri dari 7 item pertanyaan dengan 7 poin skala likert.…”

Section: Definisi Operasional Dan Pengukuran Variabelunclassified

Pengaruh Job Insecurity, Kepuasan Kerja, Dan Komitmen Organisasional Terhadap Keinginan Berpindah Kerja

Utami¹,

Bonussyeani²

2009

JAKI

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“…Power in an organization comes from a multiplicity of sources, and the level of bureaucracy will determine the level of professional autonomy. Shafer et al (2002) suggest that organizational-professional conflict is found to contribute to dysfunctional work outcomes, such as a lower level of organizational commitment and higher turnover intentions. They further note that as professionals employed in organizations move up the hierarchy of an organization, they show greater concern for organizational values and less concern for professional values.…”

Section: Introductionmentioning

confidence: 99%

Conflicting values in reflection on professional practice

Siebert

Costley²

2013

Higher Education, Skills and Work-Based Learning

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Purpose – The purpose of this paper is to examine the use of reflection as a tool of enquiry within the context of higher education work-based learning. The aim of the study is to investigate how reflection on professional practice brings about a review of the values underpinning that practice. Design/methodology/approach – The data were collected from a group of undergraduate students undertaking their studies by work-based learning in the area of management in a Scottish University. An open-ended questionnaire was designed to learn about the participants’ views on their perceived freedom to reflect on their workplace practice in the university, their ability to challenge the organizational values and established practices in the workplace, and on their relationship with the workplace mentor. Findings – Students on work-based learning programmes are subjected to demands from at least three directions: first, their own expectations, in terms of both what they want to achieve by way of their own development, second, the needs of their organization; and third, expectations of the university in ensuring that the work produced meets the standard for an academic award. These interests can sometimes coincide, but they can also conflict, and such a conflict can reveal tensions that run deeper into the culture of the organization. Research limitations/implications – This study is based on a relatively small sample of learners in one university, hence the findings are of preliminary nature. Despite the small sample size, the conclusions are indicative of a potential problem in the design of work-based learning, and a larger cross-institutional study would allow the validity of these results to be verified. Practical implications – The findings emerging from this study have implications for the facilitators of work-based learning in higher education. Although university work-based learning programmes differ significantly from corporate learning and development efforts, this paper suggests that work-based learning providers should co-operate more closely with the learners’ employing organizations towards creating an environment for learning at work. More co-operation between the university and the employer might be more beneficial for all stakeholders. Originality/value – The literature on work-based learning focuses in the main on the use of reflection as a tool of enquiry into workplace practice. Drawing on the study of contemporary work organizations, this paper explores the tensions arising from reflection on the learners’ practice, and possible conflict of values that reflection exposes.

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Professionalism, organizational‐professional conflict and work outcomes

Cited by 75 publications

References 44 publications

Measurement of Organisation-Professional Conflict in the industrial psychology profession

Measurement of Organisation-Professional Conflict in the industrial psychology profession

Pengaruh Job Insecurity, Kepuasan Kerja, Dan Komitmen Organisasional Terhadap Keinginan Berpindah Kerja

Conflicting values in reflection on professional practice

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