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Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal.

Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal

As organisations operate in a globalised, competitive and ever-changing environment, the process of making strategic decisions, the introduction and implementation of organisational changes, and employees’ responses towards these changes are typical challenges in organisational life. In this content, the recent financial crisis of 2007-2008 had a profound impact on the Greek economy, as the Greek banking sector had undergone a series of profound organisational changes that were met with a mixed response from employees. The aim of this study is to investigate and propose an integrated theoretical model on the relationship among strategic decision-making process (SDMP), organisational change and employees’ responses to change in Greek banks. To achieve this aim, the SDMP by which organisational changes were introduced in Greek banks, and employees’ EVLN behavioural responses towards these changes are examined. Two questionnaire surveys were conducted and data were collected from 11 CEOs and 78 members of top management teams, and 1,259 Greek bank employees. The study adopted the positivistic approach and data were quantitatively analysed by using the statistical software of SPSS version 2.1 and AMOS version 22.0. The findings suggest that top management teams used their Rationality, Intuition and Political behaviour during SDMP, and different contextual factors had a different impact on this process. Moreover, employees’ EVLN behavioural responses varied depending on the type of organisational change and the level of impact of organisational commitment, job satisfaction and psychological contract breach on their responses. Also, significant differences were found on employees’ responses in terms of their age, gender, educational level, length of service at the bank, position at the bank, and the bank they worked for before the changes. The key contribution to knowledge is that this is the first study that develops an integrated theoretical model that examines the relationship among SDMP, organisational change and employees’ EVLN behavioural responses. It also enhances our knowledge and extends the literature on a number of relationships such as the impact of the antecedents of SDMP on SDMP dimensions, the effect of SDMP dimensions on organisational change, and the impact of different types of organisational change on employees’ EVLN responses. Such contribution has significant implications on making strategic decisions and managing change in times of crises.

<p>Workplace bullying is a major global issue which has received a lot of recognition because of its negative effects on victims’ health and work productivity. There have been many attempts to mitigate the effects of workplace bullying, leading researchers to extensively study the phenomenon in various contexts and relationships. Information on workplace bullying in the academic context, precisely relationships between academic advisors and graduate student advisees, is however, lacking. This study aimed at filling in the gap by seeking information about communicative behaviors from advisors that graduate advisees characterized as bullying, and common responses graduate advisees resorted to in the face of adversity. We also sought to understand why advisees may have responded to maltreatment in specific ways. We, therefore, proposed a working model which hypothesized a relationship between advisor negative acts, commitment levels of advisees, and advisee responses. Using Amazon’s Mechanical (MTurk) to recruit our sample, participants filled out a survey which included a few demographic questions, the revised version of the Negative Acts Questionnaire (NAQ-R) to measure advisor negative acts, the Exit-Voice-Loyalty-Neglect (EVLN) typology to measure advisee responses, and the Investment Model Scale (IMS) to measure advisee commitment levels to the work relationship with advisors. We verified the reliability and validity of the scales adopted for this study and ran some correlation and mediation analyses to answer our research questions and test our hypotheses. From our findings, we learned that most advisees reported personal insults occurring more frequently in their work relationships with advisors. Advisees also reported a high commitment to the work relationships with their advisors, despite maltreatment, and often responded by adopting the voice or neglect strategy. Findings from this exploratory study imply there is more information to be sought on workplace bullying between advisees and advisors in academic contexts.</p> <br> <p> </p>