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The primary objective of this thesis was to investigate whether intrinsic rewards play a role in the intrinsic motivation, work engagement and retention of employees working within non-profit organisations in Australia, Belgium, South Africa and the United States of America. It therefore served to form a cross-cultural comparison between employees from these four geographically dispersed yet culturally similar countries. A further aim was to determine whether demographic differences occurred across the four constructs studied. In order to achieve these objectives, a theoretical model was constructed to highlight the relationships between the constructs under study. The study made use of both qualitative and quantitative research to achieve the above-mentioned objectives. As a result of the data obtained from 15 qualitative interviews conducted with non-profit employees in Belgium and South Africa, two measuring instruments, namely the Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale, were developed to assess intrinsic rewards and intrinsic motivation respectively. These measuring instruments were qualitatively piloted on a sample of academics and non-profit employees, and were translated from English into Dutch for use on the Belgian sample. Once these instruments had been refined, they were combined with instruments to measure work engagement and intention to quit to form a composite questionnaire. This questionnaire was completed electronically by 587 non-profit employees from the four countries under study. Data analysis was conducted in the form of descriptive and inferential statistics, including frequency tables, Cronbach’s alpha testing, exploratory and confirmatory factor analysis, Pearson’s Product Moment Correlations, chi-square tests, t-tests, analysis of variance and structural equation modelling. The quantitative findings showed that intrinsic rewards lead to higher levels of intrinsic motivation, which in turn causes higher levels of work engagement and lower levels of intention to quit. Intrinsic rewards were also found directly to predict a reduction in employees’ intentions to quit their non-profit organisations, and work engagement directly predicted an increase in intention to quit. From a cross-cultural perspective, practically significant inter-country differences were discovered across the intrinsic rewards of meaningful work and challenging work; across intrinsic motivation and its three dimensions (personal connection to one’s work, personal desire to make a difference, and personal desire to perform); and across work engagement and its three factors (absorption, dedication and vigour). In addition to these inter-country results, age and job level differences were discovered across the four constructs under study, together with significant correlations between the four constructs. The Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale were successfully validated in both English and Dutch in this study, with a number of forms of validity being confirmed through factor analyses and correlations. Reliability was proven through satisfactory Cronbach’s alpha values being obtained for both language versions of the instruments. These results theoretically contribute to literature pertaining to intrinsic rewards and intrinsic motivation as a result of the development of two measuring instruments that were empirically validated to assess these constructs. Furthermore, the results make a valuable contribution to the field of rewards management globally. This study’s findings provide evidence for causal relationships between four constructs not previously tested empirically, specifically within Australia, Belgium, South Africa and the United States of America. Consequently, this study’s results hold important implications for the management of non-profit employees worldwide.

The aim of this study was to investigate the impact of Human Resource Management (HRM) practices on the psychological contracts of employees who have been negatively impacted by the widespread psychological recession. The psychological contract that exists between employees and organisations is brittle due to the psychological recession, which is defined as an emotional state in which employees feel extremely vulnerable to economic hardship. This contributes to a negative and cynical view of the present and an even bleaker view of the future. Breach of the psychological contract has severe negative consequences for employees and organisations. These include reduced employee well-being, trust levels, various organisational citizenship behaviours, increased cynical attitudes toward the organisation, and stronger intention to quit. The target population for the present study consisted of all permanent support staff working at an organisation that has recently went through a large-scale retrenchment exercise (n=52). A self-administered questionnaire was distributed amongst employees. The findings suggest that when the harsh effects of the psychological recession increase, employees are more likely to engage in various destructive behaviours at work due to breach and violation of their psychological contracts. Furthermore, the results indicated that an increase in the number of progressive HRM practices correlated with a decrease in breach and violation of the psychological contract. It was further revealed that the widespread psychological recession may make the employment relationship brittle and prone to breach and violation. The findings suggest that through the effective development and application of many explicit HRM practices, employees’ psychological contracts may become less fragile to breach and violation during a psychological recession.

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Companies in the 21st century are exposed to a variety of pressures to respond to a plethora of environmental issues. Understanding how these issues impact companies over time is, therefore, important for corporate practitioners and policy makers alike. This thesis investigates the state and evolution of corporate environmental strategy with the help of a multi-study, longitudinal research design. Theoretically grounded in complexity theory, a conceptual framework is developed that portrays organisations as open systems within which agents interact and attempt to improve organisational fitness. By conceptualising the organisational metaphor of ‘rugged fitness landscapes’, firms are depicted as complex adaptive systems searching for peaks on a constantly changing fitness landscape in order to guarantee economic long-term profit and survival. While study one examines environmental responses among a stratified sample of UK companies through repeated interviews both in 2006 and 2008, the second study draws on KLD data from S&P500 corporations for the period 1991 to 2006 by distinguishing between changes at firm and at population level. The findings suggest that the state and evolution of corporate environmental strategy are effectively subordinated to contributing towards firms’ fitness, whereby firms mostly attempt to remain profitable and obtain social legitimacy. Even over longer periods of time this behaviour has not changed markedly, except that starting from around 2004 higher levels of oil prices and lower interest rates have spurred more proactive environmental changes among a number of firms. Equally, different motivations, individuals and contextual factors appear to influence the varying patterns of evolution. The thesis fills a gap in the existing literature with respect to the lack of conceptual and empirical contributions about the evolution of corporate environmental strategy by providing new insights into how firms are responding to environmental issues over time and by extending various strands of theory.

With social structure and technology rapidly changing, business globalisation has been regarded as a worldwide trend. While there have been many cases and literature on management of culture integration for merger and acquisition from a Western perspective, few have discussed cultural integration in an Asian context. This study provides a case study of cultural integration strategies Lenovo has undertaken to manage employees from both teams after the M&A. It adopts a semi-structure face-to-face interview research method, which 5 participants were selected from the culture integration committee for interview. During the interview, each participant answered the questions from their perspective of the job position they are currently in. The method would enhance the quality of the research as it looks into the problems and strategy that Lenovo has encountered and undertaken from various points of view. However, as no employees from IBM PC-D on the committee were available to participate in the research, it might place some limitations on the research simply because IBM team’s opinions were not taken into account. After analysing the results obtained from the participants, the researcher found that there were several motives for Lenovo to acquire IBM PC-D, including: - 1) internationalization, 2) acquiring technology and skills, 3) acquiring a brand, 4) obtaining access to new customers, 5) increase bargaining position to suppliers. Among these five motives, acquiring brand was considered to be the most important motive. As Chinese product has always been marketed at the lower end of the product line with low costs and poor quality, acquiring IBM’s brand would enable Lenovo to boost its product image and to gain access to customers outside the Chinese market. In managing two teams within the organisation, Lenovo has taken very few steps to integrate two teams into one. Instead, a separate management mode was encouraged by Lenovo to allow IBM PC-D to maintain its own management system and procedures. In addition, a culture integration committee was voluntarily set up by employees from various departments to design initiatives to encourage communication between two teams. When problems arise due to the difference between two teams, Lenovo has adopted an accommodation strategy by making adjustments to the work schedule of its employee in the Lenovo team in order to accommodate employees in IBM team. As a result, it has increased the workload for staff in Lenovo team and this may thus lead to stress and work-life imbalance to its employees. Overall, the strategy that Lenovo has adopted to manage two teams seems to have worked well and the culture integration committee appears to have served well in encouraging the communication between two teams. On the other hand, as the participants in the interview were not directly involved with the designing and crafting the strategy of culture integration, that might have some limitation on the result. Therefore, it is suggested that further research can be done to capture the opinion from members that are directly involved in the design of culture integration strategy as well as teams from IBM PC-D in order to ensure a well provided empirical and consistent view.

This thesis argues the importance of the quality of relation between the individual and the large group in work organisations. The main thrust of this argument is that where relations between the individual and the large organisation are mutually recognising both the individual and the large organisation benefit. The research explores three unstructured large groups through experiences of participants. The conceptual framework underpinning the research follows system psychodynamic traditions. These traditions support in depth exploration of both conscious and unconscious aspects of group life. A multi case study design allows analysis of each of the case studies of the large groups, first separately and then together. Each of the single case analyses reveals patterns of interaction that are thought about as defense against the difficulties of being in the particular large group. The findings of the single case studies then become data for the multicase analysis. In the multicase analysis intersubjective theory is introduced. These theories, along with traditional system psychodynamic theories, allow opportunity to deeply consider the way in which individuals relate to the large group, and the impact of this relation on the formation and development of the large group. The multicase analysis shows the difficulties group members had in asserting themselves and finding recognition in each of the large groups. The analysis also shows that despite these problems members continued to seek a recognising relation to the large group. This type of recognition, �large group recognition�, is distinguished from recognition found within interpersonal relations. The multicase data suggests group members found large group recognition through direct and representative relations to the formal authorities and through subgroup competition. However, this recognition appeared to be characterised by dynamics of domination and submission rather than by mutual recognition. In intersubjective terms this is the dialectic of the master and slave. Recognition garnered through a master slave dynamic is understood to be compromised and deplete of the self-affirming qualities of mutuality. Consequently, where large group culture and structure are characterised by, and perpetuate master slave dynamics, the large group and the individual do not function optimally. This is proposed as the circumstance in the large groups of this study. Specifically, it is argued that the large size of the groups, along with tendencies towards patriarchal structure and culture, were instrumental in fostering master slave dynamics in each of the groups. To conclude the thesis the research findings are considered with respect to large work organisations. This discussion explores the value of organisational contexts informed by mutuality, most particularly as organisations face the challenges of the post industrial era.

Thesis (Ph. D.)--Open University. BLDSC no. DX210507.

With social structure and technology rapidly changing, business globalisation has been regarded as a worldwide trend. While there have been many cases and literature on management of culture integration for merger and acquisition from a Western perspective, few have discussed cultural integration in an Asian context. This study provides a case study of cultural integration strategies Lenovo has undertaken to manage employees from both teams after the M&A. It adopts a semi-structure face-to-face interview research method, which 5 participants were selected from the culture integration committee for interview. During the interview, each participant answered the questions from their perspective of the job position they are currently in. The method would enhance the quality of the research as it looks into the problems and strategy that Lenovo has encountered and undertaken from various points of view. However, as no employees from IBM PC-D on the committee were available to participate in the research, it might place some limitations on the research simply because IBM team’s opinions were not taken into account. After analysing the results obtained from the participants, the researcher found that there were several motives for Lenovo to acquire IBM PC-D, including: - 1) internationalization, 2) acquiring technology and skills, 3) acquiring a brand, 4) obtaining access to new customers, 5) increase bargaining position to suppliers. Among these five motives, acquiring brand was considered to be the most important motive. As Chinese product has always been marketed at the lower end of the product line with low costs and poor quality, acquiring IBM’s brand would enable Lenovo to boost its product image and to gain access to customers outside the Chinese market. In managing two teams within the organisation, Lenovo has taken very few steps to integrate two teams into one. Instead, a separate management mode was encouraged by Lenovo to allow IBM PC-D to maintain its own management system and procedures. In addition, a culture integration committee was voluntarily set up by employees from various departments to design initiatives to encourage communication between two teams. When problems arise due to the difference between two teams, Lenovo has adopted an accommodation strategy by making adjustments to the work schedule of its employee in the Lenovo team in order to accommodate employees in IBM team. As a result, it has increased the workload for staff in Lenovo team and this may thus lead to stress and work-life imbalance to its employees. Overall, the strategy that Lenovo has adopted to manage two teams seems to have worked well and the culture integration committee appears to have served well in encouraging the communication between two teams. On the other hand, as the participants in the interview were not directly involved with the designing and crafting the strategy of culture integration, that might have some limitation on the result. Therefore, it is suggested that further research can be done to capture the opinion from members that are directly involved in the design of culture integration strategy as well as teams from IBM PC-D in order to ensure a well provided empirical and consistent view.

The relationship between dancers and choreographers has often been described as problematic, with the dancer as the silent victim of the powerful choreographer. On the other hand, contemporary choreography has been presented as an inherently collaborative process in which the dancer participates in the creation of movement material, even if she is not credited as a co-author. My thesis explores what we can learn about the social organisation of contemporary choreographic practices by shifting our methodological focus from dance studies to the study of organisational behaviour and interaction. This interdisciplinary approach is based on an understanding of professional dance companies as work organisations with goals to achieve and resources to manage. Professional dance-making is a work activity, and therefore dance companies must be to some extent comparable with other organisations functioning in the same cultural and societal framework. I suggest that by using theories of organisational behaviour to contextualise dancers’ and choreographers’ work relationships we can better understand how their professional identities are implicated in choreographic practices. The data for this research come from two ethnographic case studies of professional contemporary dance companies in the process of making new work. Thematic analysis has been combined with close readings of communicative events to shed light on how choreographic processes are socially constructed and organised through multimodal embodied interaction between the participants. The study shows that in order to understand the dancer’s agency and sensemaking in a choreographic process it is crucial to understand that communication encompasses all aspects of behaviour, not just verbal activity, and that the choreographer’s leadership is dependent on the dancers’ cooperative followership. Organisational concepts such as sensemaking and communities of practice, and theories of leadership, followership and communication, were found to be in many ways applicable to contemporary choreographic processes, suggesting that this perspective could be useful for dance practitioners and scholars alike.