The impact of adult degree programs on the private college or university

Giles, Pamela

doi:10.1002/he.20026

Cited by 6 publications

(5 citation statements)

References 16 publications

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“…It is believed to be the functional link that relates employees and their work environment (Scheuer, 2010) as it defines their shared perception about work environment (Jones & James, 1979;Schneider, 1975). Organizational climate includes perceptions of reward system, support, warm working conditions, structure, autonomy, structure and risk and conflict dimensions (Giles, 2010), which would influence the employee to behave either positively or negatively (Kanter, 1988). When the climate is perceived to be more supportive socially and emotionally, the level of deviance activities is said to be low (Kidwell & Valentine, 2009).…”

Section: Organizational Climatementioning

confidence: 99%

Conceptual Framework on Workplace Deviance Behaviour: A Review

Narayanan

Murphy

2017

Journal of Human Values

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This paper aims to highlight the importance of organizational climate with both destructive and constructive deviance behavior in different cultural setting with workplace as a common ground. First, I discuss the need for research in workplace deviance especially destructive and constructive deviance behavior with the review of previous studies from deviance literature. Next, I present the importance of climate and culture with both destructive and constructive deviance by proposing relationship among them with the help of a framework. The presented theoretical framework can be useful for conducting future empirical research. Finally, I present the conclusion and future research in conducting cross-national research with respect to deviance.

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Section: Organizational Climatementioning

confidence: 99%

Conceptual Framework on Workplace Deviance Behaviour: A Review

Narayanan

Murphy

2017

Journal of Human Values

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“…the Organisational Climate Scale, participants' responses were measured using a 22-item questionnaire adopted from studies conducted by Giles (2010) and Heyart (2011) and recently used by Kanten and Ulker (2013). All variables of organisational climate (reward, warmth, support and commitment, structure, risk and conflict, and standards) were covered in this section of the questionnaire.…”

Section: Usingmentioning

confidence: 99%

Perceived Organisational Justice and Climate on Counterproductive Work Behaviour among Public Employees

Madzivhandila

Babalola

Khashane

2019

J. Rev. Global Econ.

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Employee work activities that are more than expectations are the panacea for organisational success, in today's dynamic workplace. In achieving this set goal, organisations need to be seen, by employees as taking care of their welfare, as employees are significant resources of an organisation. This study investigated perceived organisational justice and climate on counterproductive work behaviour (CWB) among public employees. A quantitative research design was used, with self-administered questionnaires for the collection of data. Three hundred and seventy-seven employees from public service organisations participated in the study. The participants were made up of 183 (50.3%) females, with a mean of 35.41 years of age, and 7.42 years of working experience. Results revealed that organisational justice and CWB were statistically significant (F (1, 359) = 11.53, p < 05). It was also found that organisational climate and CWB were statistically significant (F 1, 359) = 18.94, p < 0.05). The findings were discussed in line with the literature, as well as outlining their implications for management and suggesting appropriate recommendation. Specifically, the study suggested the creation of an enabling environment that will ensure that employees are well treated; this will encourage employees to take calculated risks with the aim of advancing the organisational objectives, promote employee citizenship behaviour as well as reduce dysfunctional behaviour.

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“…Jones (2010) explored general education assessment at private historically black colleges and universities. Giles (2012) indicated the impact of adult degree programs on private college or university.…”

Section: Literature Reviewmentioning

confidence: 99%

What drives Chinese private colleges internationalization?

Wang¹

2014

Afr. J. Bus. Manage.

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Internationalization of private higher education has attracted considerable interest recently. After clarifying the status quo of Chinese private colleges, we proposed the conceptual model of Chinese private colleges' internationalization. This paper adopted a "strategy tripod" perspective in integrating the impact of the resource-, contingency-, and institution-based factors on Chinese private colleges' internationalization. Propositions were developed to indicate the driving forces of Chinese private colleges' internationalization and showed the influence of Chinese private colleges' internationalization on their performance like reputation and income. Generally, internationalization of Chinese private colleges was an important way to improve their performance in the long run.

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The impact of adult degree programs on the private college or university

Abstract: A member of the graduate faculty at Indiana Wesleyan University reviews the history of adult education among private institutions. Her overview notes the effects of adult programs on students, faculty, curriculum development, institutional mission, and organizational behavior.

Cited by 6 publications

References 16 publications

Conceptual Framework on Workplace Deviance Behaviour: A Review

Conceptual Framework on Workplace Deviance Behaviour: A Review

Perceived Organisational Justice and Climate on Counterproductive Work Behaviour among Public Employees

What drives Chinese private colleges internationalization?

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