The Pathways That Make New Public Employees Committed: A Dual-Process Model Triggered by Newcomer Learning

Sobral, Filipe; Furtado, Liliane; Islam, Gazi

doi:10.1093/jopart/mux007

Cited by 6 publications

(2 citation statements)

References 103 publications

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“…During orientation there is as an opportunity for the employees to communicate the organization's vision, mission, core values, philosophy, and also to shape the new employees' values [4,5,6]. Psychological orientation is the inauguration point to the induction or training of new recruits in an organization which helps them obtain both practical and social skills, attitudes and organizational valued behaviors for them to adopt to the new work pace [7,8]. The psychological orientation frames the new recruits in an organization into the type of personnel an organization desires to attain the organizational vision and mission [9,4,5].…”

Section: Introduction Psychological Orientationmentioning

confidence: 99%

An Analysis of Psychological Orientation, Commitment and Employee Performance in Public Institutions: A Case Study of Kampala City Council Authority (Kcca), Uganda

Nabayinda

Matovu

2020

Int. J. Res. Granthaalayah

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Background: The study intended to analyze the relationship between psychological orientation, commitment and employee performance among staff in public institutions: A case study of Kampala City Council Authority (KCCA). The study tested three hypotheses; (i) there is no relationship between psychological orientation and employee commitment in KCCA; (ii) there is no relationship between commitment and employee performance in KCCA; and (iii) there is no relationship between orientation and employee performance in KCCA. A correlational research design was employed to test the relationship between the variables under study. A closed ended questionnaire was adopted to collect data for this study. Results: From the results obtained it was observed that there is a significant positive relationship between psychological orientation and commitment, r = .668, p = .015, N = 213; statistically significant positive relationship between commitment and employee performance, r = .419, p = .041, N = 213; and statistically significant positive relationship between psychological orientation and employee performance among the staff in KCCA, r = .789, p = .000; N= 213. Recommendations: The study recommends that KCCA put more efforts and resources into psychological orientation because it highly predicts employee performance than any other variable studied. It was also noted that all the variables under study were related to one another, meaning that they have statistical importance, and can be considered when improving performance of the employees at KCCA.

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Section: Introduction Psychological Orientationmentioning

confidence: 99%

An Analysis of Psychological Orientation, Commitment and Employee Performance in Public Institutions: A Case Study of Kampala City Council Authority (Kcca), Uganda

Nabayinda

Matovu

2020

Int. J. Res. Granthaalayah

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“…It is essential to inform them during early socialisation stages about corporate values, formal procedures and the informal norms and skills they need to perform their roles. This strengthens their commitment to the organisation (Sobral, Furtado & Islam, 2017). Senior et al (2017) show the importance of communication even in the early stages when announcing an upcoming merger.…”

Section: The Need For Early Involvement and Open And Just Communicationmentioning

confidence: 67%

An Exploration of the Effects of Mergers and Acquisitions on the Psychological Contract of SME Senior Managers

Kaerner

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Mergers and acquisitions (M&A) are strategies to increase the competitive advantage and management tools to gain access to strategic resources for the development of organisations. Therefore, the global M&A market is referred to as the market for corporate control, which ensures that resources are controlled by those who use them most successfully. The psychological contract (PC) includes the subjective expectations of senior managers (SMs) regarding their and the organisation’s mutual obligations. This paper examines the impact of pre- and early M&A phases on the PCs of SMs of small and medium-sized enterprises (SMEs) following the experience of friendly M&As with larger German corporations. These are European service companies in the construction and real estate sector. The qualitative research focuses on the content of the PCs of SMs in M&A scenarios and how they are influenced by pre-merger events, schemas or early phases of an M&A. Little is known about the PCs of SMs in the context of major organisational changes. When SMEs are taken over by larger companies, SMs experience a lot of changes, as they go from being independent entrepreneurs to employed managers, who must accept given structures, including for their team, which is embedded in a larger organisation. The findings indicate that the content of SMs’ PCs plays a decisive role in whether the planned M&A initiatives will be pursued at all, which in the cases investigated even took on the significance of knock-out criteria. The roles and context-specific content of PCs were discovered, as well as motives for M&As. The data was based on the observation of 31 multi-stage pre-merger exploratory workshops with 41 SMs from 18 potential target companies and 21 SMs from the acquiring side, and 13 extensive semi-structured in-depth interviews were conducted with SMs who had experienced M&A activities as survivors or agents. The research identified ten major themes providing valuable indications of how reflecting on the PC can be used to enable early mutual expectation management and thus foster sustainable integration. It is recommended to revise M&A processes to be more responsive to individuals and personal factors and to align human resources’ due diligence by considering the building blocks of the PC.

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Donor Orientation and Employee Attitudes and Behavior in Spanish Blood Transfusion Centers and Services

Santana

Suárez

Déniz

2020

Applied Research Quality Life

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The Pathways That Make New Public Employees Committed: A Dual-Process Model Triggered by Newcomer Learning

Cited by 6 publications

References 103 publications

An Analysis of Psychological Orientation, Commitment and Employee Performance in Public Institutions: A Case Study of Kampala City Council Authority (Kcca), Uganda

An Analysis of Psychological Orientation, Commitment and Employee Performance in Public Institutions: A Case Study of Kampala City Council Authority (Kcca), Uganda

An Exploration of the Effects of Mergers and Acquisitions on the Psychological Contract of SME Senior Managers

Donor Orientation and Employee Attitudes and Behavior in Spanish Blood Transfusion Centers and Services

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