Archive
Monthly Archives: October 2017
The down-side of organisational identification: Can you be too aligned with your organisation?
The strength of organisational identification indicates the level to which the employees identify and agree with the goals, mission and values of the organisation they work in. Organisation identification is a key indicator of things like employee commitment to the organisation or company, loyalty, intention to leave and a host of other indicators. […]
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Job crafting: What, why, who and how it helps Organisational Change
This week members received research briefings about: Job crafting There have been slightly more than 4,000 studies about job crafting since 2008 when the first studies appeared. However over 800 studies have been published about job crafting this year alone, which indicates a significant research and organisational interest in the topic. So this week we […]
Read more- in Blog , Research by David Wilkinson
What is the difference between coping, adapting and self-management?
Are we just coping, adapting or self-managing and what is the difference? A new study looks at what the research literature says about coping, adapting and self-management. In a paper shortly to be published, researchers from universities in Sweden and Canada completed a literature review to look at that what the development and latest thinking […]
Read moreWhat organisational cultures work best in organisations using outsourced staff?
In the hotel trade, as with many other industries, outsourcing to smaller companies for certain roles is becoming increasingly common. The hospitality industry is unique in that much of its business is customer focused and, where staff rebel against their employers, the customers tend to get the brunt of the bad feeling. Outsourced staff tend […]
Read moreHow to change a bureaucracy into a dynamic organisation
Public and private bureaucracies have a number of traits that collude toward slowing them down and producing outcomes that streamlined, fast paced organisations would never tolerate. In dynamic businesses, most, if not all the employees work together to achieve the aims of that business rather than the agendas of individuals. A new study looks at […]
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