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Utveckling av fackliga informationssystemLeffler, Jonas. January 1983 (has links)
Thesis (doctoral)--Göteborgs universitet, 1983. / Includes bibliographical references (p. 189-198).
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Report on the development of a programme of study for joint models of co-operation /Collins, Sharon, January 2001 (has links)
Thesis (M.Ed.)--Memorial University of Newfoundland, 2001. / Restricted until November 2002. Bibliography: leaves 69-72.
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Communication satisfaction, interactional justice, and organizational citizenship behaviors staff perceptions in a university environment /Fournier, William H. January 2008 (has links)
Thesis (Ph.D.)--Ohio University, June, 2008. / Title from PDF t.p. Includes bibliographical references.
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The aftermath of cost-cutting measures: implications for Hong Kong organizations.January 2003 (has links)
by Lee Sui-Hing Rean, Yip Chui-Ling. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 50-52). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.vi / LIST OF TABLES --- p.vii / ACKNOWLEDGEMENTS --- p.ix / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Research Objectives --- p.3 / Significance of Study --- p.3 / Chapter II. --- LITERATURE REVIEW --- p.5 / Chapter III. --- HYPOTHESES --- p.10 / Chapter IV. --- RESEARCH METHODOLOGY --- p.11 / Research Design --- p.11 / Data Collection Methods --- p.11 / Secondary data --- p.11 / Primary data --- p.12 / Sampling Methods --- p.13 / Sample Characteristics --- p.14 / Data Analysis Method --- p.15 / Chapter V. --- RESULTS --- p.16 / Common Cost-Cutting Measures Adopted by Hong Kong Companies --- p.16 / Communication Between Employers and Employees --- p.16 / Employees' Attitude Towards Cost-Cutting Measures --- p.17 / Relationship Between Employers and Employees --- p.18 / Effects of Cost-Cutting Measures --- p.18 / Staff Morale --- p.18 / Stress at Workplace --- p.19 / Job Security --- p.19 / Work Passion --- p.20 / Popular Remedial Measures Taken by Employers and Their Effectiveness --- p.20 / Willingness to Stay at the Company in the Coming Two Years and the Reasons --- p.22 / Chapter VI. --- ANALYSES AND IMPLICATIONS --- p.23 / Hypothesis 1: Cost-Cutting Measures Negatively Affect Employer-Employee Relationship --- p.23 / Implications --- p.23 / Company Size --- p.25 / Demographic Factors --- p.26 / Hypothesis 2: Cost-Cutting Measures Have Negative Psychological Effect(s) on Employees --- p.27 / Hypothesis 2a: Cost-Cutting Measures Reduce Staff Morale --- p.27 / Hypothesis 2b: Cost-Cutting Measures Increase Job Stress --- p.27 / Hypothesis 2c: Cost-Cutting Measures Decrease Job Security --- p.28 / Hypothesis 2d: Cost-Cutting Measures Decrease Work Passion --- p.28 / Implications --- p.29 / Effects of Different Cost-Cutting Measures --- p.29 / Company Size --- p.31 / Hypothesis 3: Employers are Concerned About the Post-Effect(s) of Cost-Cutting Measures on Employees --- p.32 / Implications --- p.32 / Employers' Attitude to Different Post-Effects --- p.32 / Company Size --- p.34 / Hypothesis 4: Remedial Measures Done by Employers can Effectively Reduce the Negative Effects on Employees --- p.35 / Implications --- p.35 / Other Implications From the Survey --- p.37 / Reasons to Stay in Current Companies --- p.37 / Demographic Factors and Intention to Stay --- p.38 / Importance of Communication --- p.39 / Chapter VII. --- LIMITATIONS --- p.42 / Chapter VIII. --- CONCLUSIONS AND RECOMMENDATIONS --- p.44 / APPENDIX I --- p.46 / APPENDIX II --- p.49 / BIBLIOGRAPHY --- p.50
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Organizational injustice and its resistance using voice and silenceHarlos, Karen P. 05 1900 (has links)
This research is based on the premise that employees respond to dissatisfaction in
general and organizational injustice in particular in two primary ways: by speaking up and/or
by staying silent. This qualitative, theory-generating study examines the phenomenon of
organizational injustice (including its antecedents and consequences) and employees'
responses toward three research goals: 1) greater understanding of organizational injustice; 2)
greater conceptual consensus through concept development of voice and silence; 3) a process
model of organizational injustice, voice and silence. Also, new knowledge about voice and
silence is linked to organizational practice by examining the availability of various voice
systems and perceptions of their efficacy.
The research design is influenced by several organizational research streams, as well
as grounded theory and clinical methods. Thirty-two employees, each representing different
organizations and occupying both managerial/professional positions and clerical/line
positions participated in semi-structured, open-ended interviews in which they described 33
cases of workplace injustice. The interview design includes two methods: 1) a retrospective
critical incident technique to discuss a workplace experience which participants defined as
unjust; and 2) a projective exercise in which participants were asked to imagine that they
could speak with impunity to the person(s) involved or responsible for their perceived
injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of
discontent through a government-sponsored voice system.
Significant results concerning the phenomenon of organizational injustice included
the introduction of a four-category typology which departs from traditional classifications
with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct
category, the systematic delineation and description of interactional injustice according to
eight emergent behavioural dimensions, the identification of organizational antecedents to
workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural
and global) and the identification of individual- and organizational-level consequences.
In addition, the concepts of voice and silence emerged as forms of resistance to
organizational injustice. Voice was found to encompass two distinct but related constructs:
formal and informal voice. Specific strategies by which participants resisted injustice were
identified for voice (formal and informal) and silence. A process model of voice and silence
in organizational injustice was also introduced.
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Organizational injustice and its resistance using voice and silenceHarlos, Karen P. 05 1900 (has links)
This research is based on the premise that employees respond to dissatisfaction in
general and organizational injustice in particular in two primary ways: by speaking up and/or
by staying silent. This qualitative, theory-generating study examines the phenomenon of
organizational injustice (including its antecedents and consequences) and employees'
responses toward three research goals: 1) greater understanding of organizational injustice; 2)
greater conceptual consensus through concept development of voice and silence; 3) a process
model of organizational injustice, voice and silence. Also, new knowledge about voice and
silence is linked to organizational practice by examining the availability of various voice
systems and perceptions of their efficacy.
The research design is influenced by several organizational research streams, as well
as grounded theory and clinical methods. Thirty-two employees, each representing different
organizations and occupying both managerial/professional positions and clerical/line
positions participated in semi-structured, open-ended interviews in which they described 33
cases of workplace injustice. The interview design includes two methods: 1) a retrospective
critical incident technique to discuss a workplace experience which participants defined as
unjust; and 2) a projective exercise in which participants were asked to imagine that they
could speak with impunity to the person(s) involved or responsible for their perceived
injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of
discontent through a government-sponsored voice system.
Significant results concerning the phenomenon of organizational injustice included
the introduction of a four-category typology which departs from traditional classifications
with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct
category, the systematic delineation and description of interactional injustice according to
eight emergent behavioural dimensions, the identification of organizational antecedents to
workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural
and global) and the identification of individual- and organizational-level consequences.
In addition, the concepts of voice and silence emerged as forms of resistance to
organizational injustice. Voice was found to encompass two distinct but related constructs:
formal and informal voice. Specific strategies by which participants resisted injustice were
identified for voice (formal and informal) and silence. A process model of voice and silence
in organizational injustice was also introduced. / Business, Sauder School of / Graduate
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