The Oxford Review Volume 2 Number 11 (November 2017) | The Oxford Review - OR Briefings

The Oxford Review Volume 2 Number 11 (November 2017)

The Oxford Review Volume 2 Number 11 (November 2017)

The Oxford Review Volume 2 Number 11 (November 2017)



Attitude towards change: the roles of acceptance of change and control

Keywords: Organisational Change, Acceptance of change, Resistance to change, Locus of control

This briefing is from a new paper where the researchers looked at the connections between individual and collective attitudes towards change, the role of acceptance of change and how it may be connected to a locus of control. The study found that an individual’s change behaviours (acceptance of change or resistance to change) is significantly predicted by their general attitudes towards change, which in itself is predicted by an individual’s:

  • risk adversity
  • intolerance to ambiguity
  • need to maintain tradition
  • comfort with previous learning as opposed to a learning orientation.

Employee engagement – what the latest research says

Keywords: employee engagement, servant leadership, transformational leadership, human resources, human capital, learning and development, organisational alignment, meaningful work

Employee engagement is a bit of a hot topic at the moment and this is a briefing about a literary review of all the research published in the last 20 years! There are 19 major findings, which if employee engagement is of interest, you can’t afford to miss.


Employees perceptions of stress

Keywords: Stress, employee stress, mental health, mental health interventions

A brand new study by a team of Australian researchers from four different universities looked at employees’ perceptions of what causes and reduces stress in the workplace. Interestingly they look at the interventions that make a difference. A really useful study for anyone interested in reducing stress in the workplace, either your own or other peoples.


How emotions influence groups

Keywords: Emotions, emotion regulation, emotion contagion

A new study by researchers from the University of Amsterdam has reviewed all the research literature about how people’s emotions impact the groups and organisations they belong to. A raft of recent research is showing that the traditional view that emotions in organisations tend to muddle critical thinking and can incapacitate groups, leading to impulsive and often dangerous behaviours, is only an issue in some contexts. Find out what they are and what can be done about it in this briefing. All is revealed!


How servant leadership influences organisational citizenship behaviours

Keywords: Servant leadership, Leadership, LMX, Leadership-member exchange, empowerment, Psychological empowerment, Proactive personality

As mentioned in previous research briefings, servant leadership has been shown to have better and more stable outcomes than any other leadership style, including transformational leadership.

Additionally, a whole raft of research has found significant links between servant leadership and organisational leadership behaviours. This briefing looks at a study by a team of researchers from Australia and the UK which looks at what underpins the relationship between servant leadership and organisational citizenship behaviours. In other words, the study wanted to know how servant leadership influences organisational citizenship behaviours and what factors make a difference. The findings are really useful for anyone either involved in leadership or leadership development.


How the machines are increasing human productivity

Keywords: Productivity, Emotions, Fuzzy biotechnical control systems, productivity

A slew of studies have recently been published looking at what are known as fuzzy biotechnical control systems for human operators. What this means is a set of technological interfaces for human beings that are aimed at increasing our engagement, commitment and productivity through the use of biometric feedback. It looks increasingly likely that technology won’t simply replace humans in the workplace, but that most commonly it will augment and improve our capabilities…


Implementing lean and organisational development: defining lean change

Keywords: Organisational development, lean, lean change, organisational change, management, lean management, change

Many businesses fail to sustain lean practices after adopting them. One of the reasons is that adopting lean in a traditional organisation requires a significant level of change in organisational, behavioural and cognitive thinking. This briefing looks at a new study just published from New Zealand that looked at the issue from an organisational development point of view, to see what the problem is and what can be done about it.


On becoming an informal leader: Who is more likely to be recognised as an informal leader?

Keywords: Leadership, informal leadership, political will, political skill

Informal leadership has been a growing topic of research in recent years, particularly in the light of the growth of more informal organisational structures. This year alone (2017) there have been almost 28,000 peer-reviewed papers published looking at informal leadership.

One of the core questions that researchers focused on is how informal leaders become identified and recognised in organisations. Additionally, there is a question about the impact informal leaders have on people’s thinking, behaviour and effectiveness. The subject of this briefing is new piece of research from Germany which aimed at answering these questions.


Performance appraisals and job satisfaction

Keywords: Performance Appraisal, Job Satisfaction, Income Satisfaction, Big Five, Locus of Control

Performance appraisals are at the same time both one of the most important tools of human resources management and practices and one of the most maligned.

A new study has at the connections between performance appraisals and job and income satisfaction. This was a large longitudinal piece of research sampling over 12,000 individuals across Germany. As well as looking at the connections between performance appraisals and job satisfaction, the researchers also looked at what impact personality traits have on any relationship between them.

The study had two primary research questions:

  • Do performance appraisals increase job satisfaction?
  • Is the impact of performance appraisals on job satisfaction down to an individual’s personality or some other factor?

Solution – focused cognitive – behavioural coaching: a guiding framework

Keywords: Coaching, solution-focused cognitive-behavioural coaching, engagement and well-being matrix, Performance, Well-Being, Mental health

A number of previous studies have found that solution-focused cognitive-behavioural coaching can be effective both at increasing performance and dealing with stress and burnout. One of the problems organisations face is that a focus primarily on performance tends to have a series of negative consequences including stress, fatigue and burnout. Indeed, there is research evidence to suggest that there is a stress and burnout epidemic, as a result of organisations’ relentless focus on performance. This briefing looks at a really useful paper which provides an excellent framework for coaching anyone in the performance/well-being space.

The 4 factors that makes a manager good at performance appraisals

Keywords: performance appraisals, management, appraisal discrimination

A new study has just been published looking at how managers orient themselves towards performance appraisals to see if there is an underlying structure towards the ratings they give and whether discrimination plays a significant part in performance appraisals.

The study looked at 498 managers and their behaviours with performance appraisals. Previous research has found that the level of conscientiousness and self-monitoring the managers displays has a significant impact on their performance doing appraisals. This study goes a step further and finds that there are 4 factors which makes the difference from a managers point of view.

Job dedication and what enhances it

Keywords: Leader-member exchange, LMX, Job dedication, Emotional stability, Organisational politics

A new study by researchers from three universities in the United States and one in China wanted to have a look at the primary predictors of job dedication. Job dedication refers to a set of behaviours that are based on the individual’s self-discipline such as:

  • the willingness to follow rules as far as they apply to their job
  • being diligent
  • working hard
  • taking the initiative, particularly whilst solving problems related to their work.

This study wanted to know what predicted job dedication and looked at a range of factors including:

  1. LMX or leader-member exchange
  2. Organisational politics
  3. Emotional stability

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